Be a Part of the Change you Believe In


I have been in Higher Ed for almost thirty years. Just the thought of that is mind boggling to me. From the humble beginnings of a registrar clerk’s desk to the high honor of serving as a Partner at Deloitte, my journey has been very fulfilling. I feel the best is yet to come.

I have seen Higher Ed transition from paper to faxes to computers. I remember when students had to register for classes in large gymnasiums. The age of scantrons came and went, and IVR soon followed. It is amazing to see how far we have come today with mobile enrollment. I have used mainframes to manage SIS transactions and then gone on to help numerous schools migrate to client-server environments, and eventually, the cloud. I have seen the decision lens move from process optimization to a more student-centric approach. For those of you in Higher Ed, you know what a seismic shift that has been.  

While all that historical change was somewhat transformative, it pales in comparison to the mega-disruption we have experienced over the past few weeks as institutions were forced to shift to online classes almost overnight. As painful as that process may have been for many, the disruption has shed a much brighter light on what the future of Higher Ed must look like, and the change we will need to embrace. It is safe to say that it will be an interesting next few months and years. That is for sure.

As I leave Deloitte to return to the entrepreneurial roots that led me there in the first place, I can not help but reflect on the many unselfish people who have mentored me, the colleagues who have supported me, dedicated coworkers that have enabled me, and clients who have trusted me; that’s many of you are reading this. I thank you for being part of this incredibly impactful part of my journey. 

I was inspired by the amazing and transformational people in Deloitte Human Capital who befriended and equipped me to think about what we really do for clients and how to be innovative through a “human-centric” mindset. Thank you.

In the next few weeks, you will hear more about the narrative that pushes me forward. I hope it is one that resonates with you. It is all about the Future of Work, Future of Student, and Future of Learning…the reality is that the Future is now. As many of you know, over the past few years my focus has been centered on Smart Campus and Future of Work. The topic is more relevant now than ever before. The pandemic has accelerated the need to have discussions on digital transformation and how campuses serve.

My first step out of the gate will be to assemble the best and brightest minds in Higher Ed, entrepreneurship, innovation and industry, to accelerate the narrative that is so needed at this time.

My sincere hope is that this next chapter of life will have an impact on Higher Ed, my kids, and the generations that follow. I look forward to collaborating with many of you on this movement that I truly believe in. I will leave you with a statement that drives much of who I am. I share it with you in hopes that it will inspire you to think differently as we face these very interesting times.

 You can design what you do Today for Tomorrow or you can Design Tomorrow, Today.” 

Be well everyone,

“ You can design what you do Today for Tomorrow or you can Design Tomorrow, Today.”

The Future of Work: 4 Disruptors Creating Innovative Opportunities in Higher Education


Higher Education at a Crossroads

Consumer guide Fall 1909
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In the 1890s, retail was dominated by local general stores.  With U.S. mail’s increased speed and efficiency, two entrepreneurs decided to produce a new, also unfamiliar concept, selling products in a catalog.  The Sears Catalog was born, and this nice innovative approach allowed them to maintain greater inventory, reduce costs of goods, and give access to more customers than the familiar general stores.  By 1989, Sears Roebuck & Co. had become the biggest retailer in the U.S. (1), operating more than 3,500 physical stores in addition to their catalog business (2). All it took was an innovative idea.

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Women - Tablet screen

Ironically, only ten years later, many brick and mortar retailers would be too slow to recognize new opportunities in the market – coming from the Internet. The web gave consumers greater access, choice, and price visibility. By the late 1990s, upstart online retailers became the “Sears catalog” of their generation – with their lower-priced items and data-driven, personalized experiences.  Many brick and mortar stores insisting on using traditional tactics began a long, slow decline to irrelevance in the market. Some were forced to close their doors permanently. 

Much like brick and mortar retailers at the dawn of the Internet, Higher Education institutions are at similar crossroads, brought on by advanced technology. They should use the story of retail as inspiration to better serve their changing constituents.

With technological advancements disrupting most industries, companies and organizations across the world realize that they must urgently transform to stay relevant. Technology has caused students, faculty, and staff to not only rethink how common tasks should be approached, but how the whole system should evolve.  Like other industries, Higher Education institutions now face a crossroads of unprecedented opportunity – knowing that many will likely face irrelevance if they do not innovate quickly.  These institutions must recognize new, available opportunities and shift their campus towards innovative practices.

Transformation Driven by Future of Work 

These innovative practices can be fostered through a Future of Work (FOW) lens.  With changing advancements on the way consumers interact, many organizations address the following FOW questions: “WHAT” work can be automated, “WHO” can do the work, and “WHERE” will the work be done (3)? 

In addition, Higher Education also needs to address another question, “HOW” can a campus prepare students for the work of the future?  Answering these questions helps shed light on four disruptions facing Higher Education and the innovative opportunities each presents.

1. Next Generation Technology is Everywhere

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Next Generation Technology is Everywhere

As we progress through the Fourth Industrial Revolution, next generation technologies will play a disruptive role in transformation. Innovations like artificial intelligence (AI), robotics, machine learning, the Internet of Things (IoT), virtual and augmented reality, high-speed Internet, and high-tech sensors will be leveraged by leading industries and businesses who want to meet the demands of a changing marketplace.

According to Deloitte’s 2019 Global Human Capital Trends Report, 81% of respondents expect the use of AI to increase significantly over the next three years and 66% expect to reskill current employees due to automation (4).  

However, the percentage of AI being used in Higher Education is significantly less. According to Susan Grajek, Vice President of Communities and Research at EDUCAUSE, AI is influencing IT Strategy at only about 13 percent of colleges and universities (5). 

Opportunity of Next Generation Technologies

The prominent Higher Education model has not changed in centuries. Students still typically gather in large lecture rooms with little of the deep interaction that many of them want and need. Additionally, most college administrations still function with outdated processes, requiring students to follow inefficient, manual methods of service (as any student who has navigated campus to wait in a physical line would likely tell you).

As digital natives, we all experience smart technologies in our daily lives – the way we interact with airline companies, banks, and retail has vastly changed, yet in Higher Education the adoption of innovative practices have been stifled.  And when institutions do adopt technology; they often replicate old antiquated processes in a new system instead of rethinking their approach entirely. 

Institutions should leverage next-generation technologies to create a “digitally connected,” smart campus – making communication easier, manual processes faster, learning more interactive, and experiences more enjoyable. 

Imagine If …

  • Admissions decisions took 24 hours instead of months.
  • Attendance was auto recorded when students walk into a classroom.
  • AI could recommend and schedule a students’ classes, based on personal preferences, needs, and history.

2. Tsunami of Data

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Tsunami of Data

Living in a digitally connected ecosystem, data is everywhere.  The sheer volume and the speed in which data is collected is creating a Tsunami of Data.  The ones that can ride the tidal wave and thrive in today’s market are those that harvest data for insight.  As organizations get more efficient in collecting and analyzing huge caches of information, the better they can manage their businesses, serve their consumers, and rise above their peers.  The enormous amount of data is also formulating insight around processes and preferences of constituents. Whether it’s algorithms figuring out what tasks should be performed or initiating nudges to encourage particular behaviors, data is driving how organizations operate.

Opportunity of Tsunami of Data

Data can be used to drive needed transformation on campus to meet the needs of today’s students. Digital natives’ demand for personalized and smart experiences can only be met by systems built on a well-designed data framework.  As they manage their campuses, colleges and universities collect enormous amount of data from different systems and connected devices. Harvesting this data would enable institutions to gain insight, pivot offerings, and improve their services to their student body, faculty, staff, and alumni.

Imagine If …

  • Advisors were notified when student engagement patterns change and can act to prevent potential issues.
  • Faculty and advisors knew which students were more likely to struggle on a specific topic or course and could give them extra support.

3. Focus on Human Essential Skill

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Focus on Human Essential Skill

The Fourth Industrial Revolution is bringing disruption to the political, economic, and social fabric and it is having an impact on work, workers, and employers as never before (4).  Using the available digital capabilities, organizations are innovating new practices, developing new products and services to meet constituent expectations.  For this reason, new industries pop up and old ones decline faster than ever.  Jobs that exist today likely won’t look the same 10 years from now (or exist at all).  As automation, next generation technologies, and machines take on mundane, repeated, and transactional tasks, human-to-human skills will be more important to businesses and employees.

Leaders are placing a higher premium on essential “soft” skills (6):

  • 60% on problem solving 
  • 50% on social skills
  • 46% on cognitive abilities

These human essential skills are creating “superjobs” where people complement machines to serve customers more personably and effectively.

According to Deloitte’s 2019 Trends report, to be able to take full advantage of technology, organizations must redesign jobs to focus on finding the human dimension of work.

This will create new roles called “superjobs”: jobs that combine parts of different traditional jobs into integrated roles that leverage the significant productivity and efficiency gains that can arise when people work with technology (4).

Opportunities of Human Essential Skills

The prevailing Higher Education model of this century has been “domain expertise,” where a student focuses on one or two areas of study (majors and minors).  As next generation technologies shift how work will be done and who will do it, graduates will need to be well-rounded, especially with skills to manage human elements of the market.  They will need to complement the innovative and evolving workplace with social and cognitive skills that cannot be replaced by machines. 

It’s important for Higher Education to reinvent with a human focus and create a culture that can be as flexible as the changing marketplace, shifting the traditional education model when needed.  

Colleges should weave industry relevant insights into their curriculum to prepare students for applying their human essential skills to a fast-changing world.

Imagine If …

  • Students were measured on how well they applied conceptual understanding to real-life situations, not fact retention.
  • Curriculum was focused on complementing human essential skills with technical ability.

4.  Demographic Diversity

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Demographic Diversity

Thanks to changing demographics, the Higher Education student body of today looks vastly different than of the past. New cohorts with diverse backgrounds, ages, and life experiences have more access to universities, and a premium is given to diversity and inclusion. 

Economic changes in the U.S. have also resulted in delayed retirement, with more need for retraining. The constant evolution of jobs has shortened regular learning cycles. In fact, today’s average half-life of technical and functional skills is only 2.5-5 years (7).  The demographic changes are also driving a rethinking of who, exactly, employers need to engage for work (4).

Opportunity of Demographic Diversity

A larger portion of students have “non-traditional” paths to Higher Education.  

According to the Lumina Foundation, more than one-third of college students are 25 or older.  And 64% of college students work (40% work full-time) (8). 

Institutions should adjust the way they serve the changing student body, with emphasis on making education accessible, available, and flexible.  In addition, the perpetual learning model has already influenced the personal development plans of corporations across industries. It will soon seep into Higher Education learning strategies.  Institutions who seek to serve a student repeatedly over the course of their lifetime (instead of just 4-6 concentrated years) can fill the new need for perpetual or lifelong learning.

Imagine If …

  • Colleges allowed students to create an academic path tailored to their goals and lifestyle.
  • Financial burdens could be lessened through corporate partnerships.
  • Institutions collaborated with companies to provide perpetual learning for its employees.

Creating Innovative Opportunities in Higher Education

Today’s students are informed consumers empowered with choice – based on purpose, value, and personalized experiences – in almost every facet of life. Faculty and staff also expect an efficient, digital workplace, free from antiquated processes and more time to focus on their students and advancing the mission of their organizations. 

For this reason, institutions should reflect on their goals and reshape how they move forward using advancements that other sectors have already made part of their strategies.  To enable opportunities, next-generation colleges and universities should…

  • Ask “why” they use each process (“we’ve always done it that way” is not an acceptable answer) and refresh obsolete processes with emerging technologies. Revisit outdated policies with innovative practices and end policies that no longer serve a purpose.
  • Rethink traditional models with insightful data and redesigned interactions. Adopt practices where next-generation innovations make the campus streamlined and efficient.
  • Revolutionize experiences through a digitally connected campus and emphasize personalized engagement.
  • Develop curriculum that prepare students for current and future ‘superjobs’ by cultivating lifelong learning and human essential skills. Tailor education models to the needs of each learner.

All of these changes require an innovative mindset that fosters a transformational ecosystem with new, exciting, and relevant experiences for all. 


As used here, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of Deloitte’s legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. 


  1. Financial Post
  2. Business Insider
  3. Deloitte: What is the future of work?
  4. Deloitte 2019 Human Capital Trends Report: Leading the Social Enterprise
  5. EdTech Magazine
  6. Deloitte 2018 Human Capital Trends Report: A Government Perspective
  7. MIT Sloan/Deloitte 2018 Digital Business Global Executive Research: Coming of Age Digitally 
  8. Lumina Foundation, “Who is Today’s Student?”, 2019
  9. Sears catalog image from:


Special thanks to Danny Rasmussen, Emily Omrod, Ransel Salgado, Tushar Halgali, Sureya Alex, and Chelsea Gleason who contributed their time to this article.  Additional thanks to the Future of Work team led by Nicole Overley, David Parent, Jeff Schwartz and Steve Hatfield who have done extensive research on FOW and created frameworks to create the narrative that fosters the change that is needed.

The Pandemic’s Reboot of Higher Education


by Matthew Alex | Founder, Beyond Academics

For people that know me, it is no surprise that I am an unshakable optimist for whom the glass always remains half full.

Through this highly uncertain period, I have stayed passionate and confident that Higher Ed will improve and come out stronger than ever before. As much as this may feel jarringly new and unfamiliar, paradigm shifts and interruptions in modus operandi take place more than we realize. Seismic changes in human history play a major role in the way we live and operate.

Our world has already been through three major “industrial revolutions”– Mechanization, Mass Production, and IT Systems. We are currently living in the 4th, Cyber Physical Systems, where we are impacted by innovations such as Internet of Things (IoT) [1]. The COVID-19 Pandemic has hit the fast-forward button on its inevitable outcomes.

In order to understand the potential impact of this accelerated disruption, we simply need to revisit the third industrial revolution, when the Internet and automation quickly shook the bedrock of big brand businesses. The fundamental outcomes of that time were driven by technological, socioeconomic, and cultural change [2].

Mobile connectivity made many companies obsolete as the consumer was presented with more convenient ways of doing everyday activities. The former staples of society, such as the postal service, video rental stores, malls, and taxi services, felt the brunt of the pain as they fought to stay relevant while also resisting change.

They failed to view and embrace reform as an opportunity. Instead of taking advantage of technological advancements and pivoting towards new ways of serving their customer, they focused on cutting costs and driving better processes. They were (and still are) confused as to why smaller entrepreneurial disruptors gained so much traction.

As the 4th Revolution takes a “much earlier than expected” seat at the table, Higher Ed is in its bullseye. Unfortunately, we do not get to sit this one out. The consequences for us are just as dire as they were for industries impacted in the 3rd Revolution.

The struggles facing Vermont State College and the devastating news of the closure of Urbana University are early confirmations that the pandemic has accelerated the impact of the 4th Revolution on Higher Ed.

Unfortunately, we will continue to see closures of other unprepared colleges and universities. No matter how unprepared you were for what hit the past couple months, there is still time if you are willing to embrace reality and change.

At a very practical level, here are two shifts C-Suites in every Higher Ed institution must embrace immediately.

  1. Foster Your Digital Culture: Put together a comprehensive, digital reinvention plan that designs the student experience so that the expectations of today’s digital natives is still met. The sudden move to virtual campuses is making students question the value of their college journey and what is important to them. Senior leaders who believe that yesterday’s value propositions will resonate in the new normal need to reconsider what parts of the campus experience are truly meaningful and ways to deliver those digitally in the upcoming terms and beyond. The unexpected shift to digital classrooms is shining a light on ill-prepared institutions. While schools are trying to figure out what scenarios will play out in the fall, they have to do more than simply rethink how their offerings are delivered and supported. Institutions have to recognize how to replace inherent traditional factors such as affinity, peer to peer interactions, professional networks, and social communities within the digital DNA of your campus culture. Using innovate human-centric strategies will differentiate yourselves among peers and be one of the factors that determine who remains relevant. There is still a small window of time to make changes, but there is not a moment to lose. [Watch the video]
  2. Re-prioritize Investment: The CFO’s office on every campus is likely busy slashing costs and racing to stop the bleeding. The strategy to simply conquer the obstacles in our path is not a real strategic roadmap that positions you for sustainability. It may get you through the next few months, but it does not involve a futuristic mindset. This may ruffle some feathers for those who are emotionally attached to transactional systems and infrastructure project, but those are likely NOT the solutions needed for the transforming digital world that we live in. In the past few years, institutionally-centric campuses have had their heads stuck in the “cloud.” They have been overlooking readily available, cost-effective developments that will foster digital culture, reduce the ripple effects of the pandemic, and keep them relevant. Whether it is mobile-first solutions, online meeting platforms, or messaging technologies that the digital natives love, there is a lot to consider and adopt. Simply put, we can no longer miss the aspects of micro innovations that allow you to stay successful in the new normal, an easily navigated digital culture.

This is just the starting point, and there are many more steps to take. If you embrace the digital culture and prioritized investment, you are well on your way to a bright future. Digital natives will embrace you, and you will reap the rewards. However, if you are not willing to follow these initial steps, you are setting yourself up for more challenging days ahead.

Your campus does not need to be a casualty of the 4th Revolution.

Copy editing and research by Sureya Alex

Source: [1] – Gartner Says 6.4 Billion Connected “Things” Will Be in Use in 2016, Up 30 Percent From 2015 +++ [2] –