BGA | BUSINESS IMPACT
content, add relevance and can even help reach new markets like India and China with large potential student populations. Creating the conditions for successful change in Business Schools The actions outlined above will go some way to responding to the ‘what’ as Business Schools meet new student needs. But, we also know from experience that most large-scale change initiatives fail at some level – and as has also been explored in the book, Organization Development , by Mee- Yan Cheung-Judge and Linda Holbeche. Therefore, if Business School leaders are to deliver this new agenda, they will need to focus as much on the ‘who’, ‘why’ and ‘how’ as the ‘what’. These are the factors that build the internal culture to make change happen. How is this done? I believe the key is to develop an effective ‘Change Mindset’, as covered in my book of the same name, to respond to the current uncertainty. There are four key action areas in which Business Schools can do this: 1. Identity – reinventing the brand ( who we are) • Why change is needed – to respond to educational megatrends and attract future students through a more compelling identity • How leaders can respond – by creating a clear view from the top that answers the questions: What do we stand for? How are we relevant to today's learners? What is our customer/learner experience? How will we prepare leaders for the future of work? 2. Content – adapting instructional design to new learner needs ( what we offer) • Why change is needed – students want new
learning formats and more relevant content through a differentiated offer that provides new learning experiences • How leaders can respond – by restructuring their learning offering to match new external realities: Wider content reflecting topics from sustainability to ESG, AI, and DE&I Smart hybrid learning that leverages virtual, face-to-face and experiential formats New structures that offer customisation for both groups and individuals New partnerships that offer complementary knowledge and learning 3. Culture – creating the conditions for innovation ( how learners will experience us) • Why change is needed – learners want to partner with more innovative institutions with cultures that excite and engage them, the faculty and staff • How leaders can respond – by building energy about new possibilities and creating permission to change: Build a change mindset to open up people's minds to the value of change Create psychological safety to encourage experimentation and change Practice curiosity and use positive framing to encourage action Entertain ‘ridiculous ideas’ that push current thinking to innovate 4. Purpose – creating a new business model and purpose ( why we exist and our aspiration for impact) • Why change is needed – learners need a clear and compelling reason to choose you, based on a clearly stated purpose and business model • How leaders can respond – start by examining
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‘Learners want to partner with more innovative institutions with cultures that excite and engage them, the faculty and staff’
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