Author Archives: johnrichardmartin

About johnrichardmartin

Former CEO at Sanoma Learning.

#OpenToWork

Hi everyone, as of mid-October I’m available for a new role and would appreciate your support. Thanks in advance for any connections, advice, or opportunities you can offer.

#OpenToWork #Education #Science #Medicine #Digital #Transformation #Edtech #Leadership

#OpenForWork

John Richard Martin

I’ve been keen to learn and to help others to grow as I look for a new job.

New (ad)ventures

Edtech has been a natural focus and I’ve connected with about 60 edtech ventures across the spectrum. How inspiring and energising! In the meantime, I’ve invested time and money in four of them, in all cases because of their learning impact, business potential and highly talented leadership. From a personal perspective also because I can add value through my expertise, experience and network.

  • Kognity, provider of digital courses for K-12 (Stockholm)
  • School Day, data platform for student well-being (Helsinki)
  • Edurio, provider of school improvement diagnostics (London)
  • Hypocampus, digital courses and platform for higher education (Gothenburg)

Go with the flow

I’m advising two financial sponsors. This is a great way to work with excellent people on the latest deal-flow in the industry from early…

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Higher Education and the Coronavirus: Never Waste a Good Crisis

Higher education is about to experience a sharp shock caused by the coronavirus crisis.  The buoyant market for international students is likely to contract significantly as uncertainties around travel continue. Local markets will be under pressure as universities struggle to open and students baulk at the experience (and cost) of online learning. This week has brought us new insights into how universities might fare.

Tale of Two Cities

Some universities, including Harvard, have decided to offer online only in the new academic year. In Harvard’s case this will be for the same tuition fee as the campus experience – about $50k.  The expectation is that the brand power of these institutions is so strong that students will still enrol. Furthermore, their premium brands will help them to monetise their newly online offerings in international markets and they will likely also compete more aggressively in their home markets. This pivot in the business model, coupled with their endowments, should enable elite and higher end universities to weather the storm.

Elite universities will use their brand power to adapt and the weakest universities will struggle for survival.

Other universities are at significant risk of insolvency. The BBC reported this week that 13 of the least prestigious universities in the UK are potentially in trouble, facing lower student income and high costs.  Without major restructurings and bailouts, there may be casualties.

Third Way

What if you’re a mainstream university, not at either of these extremes?

Most students aspire to the “life” and “live” experience of the campus above a laptop

Mainstream universities wanting to secure enrolments at scale will have to find safe ways to offer a campus experience for their existing core business. I would do three things:

1. Go blended: transform the core offering to lectures online and tutorials face-to-face

Most lectures will have to be delivered online, to avoid mass spreading of the virus via auditoria.  Unfortunately this will likely lower the attractiveness of the overall learning experience and also increase the risk of drop-outs. The best way to remedy those disadvantages is to concurrently increase the use of (preferably) face-to-face tutorials individually and in small groups.  A higher intensity of interaction with faculty can improve learning outcomes and boost student engagement.  This will be quite demanding on faculty, who will need to become expert in online teaching and commit more time to tutoring.

2. Find new markets: use digital and local relationships for new sources of income

I would in the first instance probably prioritise two areas if a competitive advantage can be found. 

Firstly, open up the new digital offering outside the campus – both as a degree and in modular and snackable programs.  Is there something distinguishing about the content/courses you offer (London & finance, Milan & fashion, Bordeaux & wine) that you can take global now you are digital?  Is there something in the user experience of your digital learning offering that sets you apart (for example GetSmarter deploys real tutors to assess assignments)?  Is there a price point that makes you competitive to new segments?

Secondly, given that digital offerings will be abundant and everybody is going global, why not go back to the roots of the establishment of your institution and go local.  There are major upcoming skills gaps in healthcare, teaching, technology and so on.  Why not partner with local industries, and local health and education authorities to better support employment needs of the local market.  It will be much harder for digital universities on the other side of the world to win that competition.

3. Fix the finances

Regrettably it seems inevitable that the cost of running some universities will need to be reduced and become more flexible. A large part of the cost base is staff and buildings. Painful. This should be considered together with the change in operating model needed to deliver blended courses described above.  In addition, it might be necessary to raise additional financing, through government loans and grants, bank loans, and alumni gifting, to bridge the overall transformation.

Never waste a good crisis

The triggering event of the coronavirus is a painful crisis.  It’s also an opportunity for us to re-design education for increased access, higher learning outcomes, improved employability locally and better affordability.  Let’s not waste the crisis.

#OpenForWork

I’ve been keen to learn and to help others to grow as I look for a new job. 

New (ad)ventures

Edtech has been a natural focus and I’ve connected with about 60 edtech ventures across the spectrum. How inspiring and energising!  In the meantime, I’ve invested time and money in four of them, in all cases because of their learning impact, business potential and highly talented leadership. From a personal perspective also because I can add value through my expertise, experience and network.

  • Kognity, provider of digital courses for K-12 (Stockholm)
  • School Day, data platform for student well-being (Helsinki)
  • Edurio, provider of school improvement diagnostics (London)
  • Hypocampus, digital courses and platform for higher education (Gothenburg)

Go with the flow

I’m advising two financial sponsors. This is a great way to work with excellent people on the latest deal-flow in the industry from early stage to IPO.

  • EdtechXHoldings, is coming with their Special Purpose Acquistion Company II later this year focusing on the future of work and education. It will be listing in New York, and is working on acquisitions in the range $300m-3bn.
  • Sparkmind.vc is a Helsinki-based venture capital fund, investing in early stage edtech

Scale-up

I’ve been working a strategy consultant and coach to two scale-ups in higher education, which has been an excellent opportunity to help them with their growth strategies and to learn more about that market segment.

Always Learning

Always learning, right now I’m working on a MicroMasters in Educational Innovation and Improvement on edX (for the learning) and various courses on MasterClass (for the fun – beautiful design and production quality).  If only the two could find each other …

#OpenForWork

Until I find the next big assignment, I will have some availability again after the summer.  I’m especially looking for consulting, advisory and interim work mainly in the following areas:

  • Sector: education, science, healthcare, medicine
  • Expertise: digital transformation, leading change, commercial, strategy

If you have a challenging assignment and if you think I could help your organisation to prosper, feel free to reach out at johnmartin@contentconnected.com.

Looking forward >>

The Future of Work in Europe: Back to School

Double dose of disruption

New research from McKinsey suggests that automation and the coronavirus crisis are likely to disrupt many occupations in Europe. They estimate some 51m jobs are at risk due to automation and 59m from COVID-19 to 2030, with a sizeable overlap of 24m jobs exposed to both developments.

Large overlap between jobs at risk from coronavirus crisis short term, and automation long term. @ McKinsey Global Institute

Jobs at risk of being done for

The wholesale & retail, manufacturing, accommodation & food services and construction sectors appear to be particularly exposed, with some 15m jobs at risk.

Jobs at risk by sector @ McKinsey Global Institute

Learn to earn: growth expected in high skills jobs

Some occupations are expected to show significant net job growth in the coming years, with STEM professionals (+4.0m net job growth to 2030), business and legal professionals (+3.9m), health professionals (+2.9m), managers (+2.3m) and education (+2.2m) showing significant potential. These occupations employ a relatively large share of highly educated workers.

Much of the pain is expected to sit in office support, production work and customer service & sales. The great majority of employees in these occupations have not completed tertiary education. 80% of the jobs flagged to be at risk (46m) are carried out by people not holding a tertiary degree.

Europe needs to create more training and career pathways

Education and training have a pivotal role to play in addressing the economic and social impact of this changing job market. Skills are likely to be a key factor in determining recovery from the coronovirus crisis and future prosperity.

Good quality schools, good access to tertiary (particularly STEM) and further education, and the commitment of governments, companies and individuals to ongoing skills development can all contribute to positive employment outcomes.

Re-design for the future

We have rightly seen emergency measures implemented across the World to keep our societies and economies afloat in the midst of the coronavirus crisis. This has come at a huge financial cost. With good reason, the emphasis so far has been to maintain the status quo, to minimise the economic and social chaos.

In the coming period we need to look critically at what the next generation of work will look like and to design interventions that prepare us for that future. This will likely be a job market demanding higher levels of education and skills, and where large numbers of people will need to transition from offices and shops to hospitals and schools for example. How do we organise ourselves for this change?

Best practices

I’m especially interested to learn about initiatives and best practices from institutions preparing for this transformation:

  • organisations that are re-skilling their workforce
  • schools and post-secondary institutions that are adjusting their offerings
  • successful companies that are offering services to close the skills gap
  • new education policies from governments that are intended to enable the transition to new work post-corona.

Feel free to reach out if you know of any great examples!

Looking forward >>