Jann Hidajat Tjakaraatmadja
Professor in Knowledge Management & Learning Org SBM-ITB
Vice-Chairman of ITB Board of Trustee
President Knowledge Management Society Indonesia
jannhidajat@sbm-itb.ac.id
New Approach in
Agenda
1. Arah Perubahan Lingkungan Global
2. Fakta dan Dampak pada PERGURUAN
TINGGI.
3. Tantangan dan Kunci Keberhasilan
PERGURUAN TINGGI Abad 21
4. Strategi PERGURUAN TINGGI Manajemen di
Indonesia
I. ARAH PERUBAHAN LINGKUNGAN
GLOBAL
DAMPAK PERUBAHAN GLOBAL
KNOWLEDGE
EXPLOSION
SPEED OF CHANGE
(INNOVATION)
COMPLEXITY
UNPRECEDENTED
CHANGE
1.
FUNDAMENTAL CHANGE
2. ORGANISATION CHANGE
3. WORKING MODEL CHANGE
4. WORK ACTIVITIES CHANGE
5. FRONT-LINE WORKERS CHANGE
6. INDIVIDUAL LIVES CHANGE
7. EXPECTATIONS CHANGE
TANTANGAN DAN DAMPAK
PADA PERGURUAN TINGGI
STRATEGI PERGURUAN TINGGI
COLLABORATION (MULTI DISCIPLINE)
FUTURE AS THE
ASSETS
“The future belongs to those who believe in
the beauty of their dreams”.
–
Eleanor Roosevelt
“There is only three things that makes a
dream impossible to achieve:
the voice of
Judgment, the voice of Cynics, and the voice
of Fear to failure
”
–
Otto Schommer
•
Globalized economic activities
•
Fastest rate of change of society
•
More complex problem
•
Unprecedented change
•
Expansion of the service sector
•
Customized products and services
•
Much more intensive human interactions
•
Increasing demand of knowledge and
innovation on individuals
•
Reduce Government Funding
Organisations Change
Industrial
•
Large pyramids
•
Producer-centred
•
Departments
•
Hierarchy
•
Tight structure
•
Design at the top
•
Assigned procedures
•
Rules & regulations
Post-industrial
•
Small companies
•
Client-centred
•
Project teams
•
Flat
•
Loose and fluid
•
Design at front-lines
•
Improvised actions
•
Fit-for-purpose acts
Working Modes
Industrial
•
Division of labour
•
Individual tasks
•
Specialist duties
•
Administrative links
•
Credential-based
appointments
•
Appraisal by seniors
Post-industrial
•
Total solutions
•
Team work
•
Integrated expertise
•
Human interactions
•
On-demand,
just-in-time learning
•
360
0
appraisal
Work Activities
Industrial
•
Paper work
•
Circulars
•
Minutes
•
Documents
•
Instructions
•
Written reports
•
……
Post-industrial
•
Communications
•
Brainstorming
•
E-mailing
•
SMS
•
Blogs
•
Seminars
•
Debates
•
Conferencing
•
Negotiation
•
Presentation
•
Confrontation
•
Lobbying
•
Retreats
Front-line Workers
Industrial
•
Bottom of the hierarchy
•
Hiring due to credentials
•
Member of a specialised dept
•
Implementation of design
•
Using specific skills
•
Routine & repetitive activities
•
Working according to job desc
•
Following set procedures
•
Maintaining the convention
•
Abiding by rules & regulations
•
Appraised by degree of comple
•
Stable and secure
•
BLUE COLLARS
Post-industrial
•
Member of a small group
•
Hiring due to personality
•
Working in teams
•
Directly facing clients
•
Handling human relations
•
Directly facing problems
•
Anticipating total solutions
•
Designing solutions with creativity
•
Using multiple skills
•
Improvising fit-for-purpose act
•
Appraised 360
0•
Unstable, uncertain and insecure
Individual Lives
Industrial
•
Lifelong career
•
Long-term loyalty
•
Occupational identity
•
Work-study consistency
•
Organization membership
•
Stable employment
•
Escalating salaries
•
Upward mobility
•
Foreseeable retirement
•
Constant networks
•
Stable relations
•
Security, certainty
Post-industrial
•
Multiple careers
•
Multiple jobs
•
Blurred identity
•
Work-study mismatch
•
Possible free-lancing
•
Frequent off-jobs
•
Precarious incomes
•
Fluctuating status
•
Unpredictable future
•
Varying networks
•
Changing partners
•
Insecurity, uncertainty
Expect
ations …
Industrial
•
Credentials
•
Specialized skills
•
Planning &
implementation
•
Navigating the
bureaucracy
•
Following the
heritage
Post-industrial
•
Communications
•
Team-working
•
Human relations
•
Problem-solving
•
Risk-taking
•
Design and innovations
•
Personal responsibility
•
Continuous learning
•
Self-management
II. FAKTA DAN DAMPAK PADA
PERGURUAN TINGGI
11/17/2015 New in Mgt Ed - AFEBI 2015 15
2000
2005
2010
2015
2020
2025
M
il
li
on
s
Figure-2
: IDP Estimates of Demand for
International Higher Education
0
2000
2005
2010
2015
2020
2025
M
il
li
on
FACT - 2:
International Higher
Education Source and Destination
International Mobility Trends
•
International student in 2012 = 5x 1975.
United States¹ 16%
United Kingdom¹
13%
Germany 6%
France 6%
Australia¹,³ 6%
Canada² 5%
Russian Federation
4%
Other OECD
countries 8%
Other non-OECD
countries 17%
1. Data related to international students is defined on the basis of their country of residence. 2. Year of reference 2011.
3. Student stocks are derived from different sources and therefore results are indicative only
Source: OECD. Tables C4.4 and C4.7 (available on line). See Annex 3 for notes (www.oecd.org/edu/eag.htm).
Distribution of Foreign Students in Higher Education by
Country of Destination (2012)
% of Foreign Tertiary Students Reported to The OECD Who Are Enrolled in Each Country of Destination
Selected Asian Student Destinations
2005
1. 321,595
in U.S.
2. xxx,xxx in Europe?
1. 150,000 in Australia
2. 100,000 in Japan
3. 86,000 in China
4. 60,000 in Singapore
5. 36,000 in Malaysia
6. 15,000 in South Korea
7. 5,000 in Thailand
Distribution of Foreign Students in Higher
Education, by Region of Origin (2012)
11/17/2015 New in Mgt Ed - AFEBI 2015 21
Source: OECD. (www.oecd.org/edu/eag.htm).
Main source:
1.
GDP drain
2. Loss of talent (brain drain)
3. Low quality of domestic post-graduate
programmes
4. No link between the corporate and academic
world
5. Loss of R&D opportunities and regional
innovation
6. Lifelong learning is impossible
Dampak Pada PERGURUAN
TINGGI
Dampaknya pada PERGURUAN TINGGI
FACTOR
OLD MODEL
EMERGING MODEL
Ideal
Paradigm
Hard Science
Department
Ivy Tower
Physics, Chemistry
Professional School
Consulting Firm
Medicine, Law
Traditional
Pedagogy
Focus on Technical
Skills
International focus
on the margin
Interdisciplinary
courses
Experiential methods
focused on
Complexity
Ethics
Ties to Student‟s
experience
International focus at
Factor
Old Model
Emerging Model
of disciplines
Intellectual
Output
Scholarly books
“A List Journals”
Scholarly articles
and
practice oriented
books and articles.
Applied research and
consulting report
Dampaknya pada PERGURUAN TINGGI
Factor
Old Model
Emerging Model
Students
Directly out of
under graduate
Little hands on
experience
Unemployed
full-time students
Lack diversity
Experienced manages
Attending part-time
and working
Extremely diverse: age,
background,
nationality
Ties to
Business
They give us
money
Where our students
come from and return
to every week.
Partners in improving
practice
III. TANTANGAN DAN KUNCI
KEBERHASILAN PERGURUAN
TINGGI ABAD 21
1. CHALLENGE-1:
Higher Education
Becoming More Internationalism
2. CHALLENGE-2:
Change of Demographics
3. CHALLENGE-3:
Reduced Government
Funding
Tantangan PERGURUAN
TINGGI
CHALLENGE 1:
Higher Education Becoming More
Internationalism
,
Pressures Ahead for Higher Education
Why “
Internationalization
” rather than
“
International Networking
”?
1. International Networking
is Linkage or
Cooperation Between Partners from Different
Countries, often for Specific Objectives
2. Internationalization:
a.
Reflects the modern “borderless” era, where no
country can exist in isolation, and the lives of
its people will be affected by actions and
events occurring in other countries
b. International standards
exist for many
activities, such as degree programs
11/17/2015 New in Mgt Ed - AFEBI 2015 31
CHALLENGE 2:
Change Demographics
Indonesia:
1. Population 238 million
2. Only 10% Gross Enrollment in higher education
3. Today's
3 million students in higher education
are
900,000 (32%) public and 2.1 million (68%) private
4. Nearly 2m high school graduates in 2004 -
demand
increasing
5.
Indonesia’s workforce expected to grow 14% by 2015
Increasing Demographics
Sources: Satryo Soemantri Brodjonegoro, Director General of Higher Education, Indonesia, 2004 – Presentation World Bank Group Conference, Kuala Lumpur, July 2004; Asian Development Bank, 2005:
Malaysia:
1. 60% of population under 30 years of age
2. Only 10% of 18 to 24 yr olds enrolled in universities, plus
another 24% enrolled in tertiary non-university
3. 30% of population still in school
11/17/2015 New in Mgt Ed - AFEBI 2015 33
Vietnam
:
1. Population 81 million - 120 million by 2030
2. 65% of population under 30 yrs
3. Approaching 10% GER in higher education
4. Approx 1.7 m school leavers for only 100,000 university
places
Sources: Mann M. RMIT Vietnam, 2005; VNNet, 9th May, 2006;
Increasing Demographics
(cont)
Pakistan:
1. Population 160 million
2. 475,000 students in higher education today
–
expect 1.3
million by 2010 (29% CAGR)
3. Approaching 60% of population under 30 yrs
4. Only 2.6% GER in higher education
5. Predicting 30% increase in workforce by 2015
CHINA - Estimated Enrollment Numbers by
2010 and 2020
1.
23 million students enrolled in 2005
2. In the past 6 years the annual growth rate = 16%.
3.
If the annual growth rates slow down to 5%,
Higher Education Enrollment would be:
27,000,000 by 2010
44,000,000 by 2020
11/17/2015 New in Mgt Ed - AFEBI 2015 35
CHALLENGE-3:
Reduced Government Funding
Trends in Private and Public Investment In
Developing Countries 1970
–
2000
Source: International Finance Corporation
–
Trends in Private Investment
0
Private investment
Public investment
14.65
%
11/17/2015 New in Mgt Ed - AFEBI 2015 37
Education is the opposite!
How do we mobilize underutilized resources?
Sources:: OECD 2000; UNESCO 1999; IFC staff estimates 2005:
* = conservative estimate. – Trends in Private Investment – Current Financing Only – Total Private Financing (including capital) in developing countries is thought to exceed 33% of total expenditures (IFC staff estimates – country data not available)
0
1996 1998 2005
%
Private Expenditure
–
(current only)
Total Public
Financing of Higher Education
1. Australia, Japan, US and South Korea
- more than
50% of higher education funding comes from
NON-STATE SOURCES
2. All EU countries invest on average
1.2% of their GDP
on higher education, compared with
2.6% in the US
–
recent reports recommend state-supported
systems introducing tuition fees
3. Higher education systems globally are having to
adapt to fiscal realities
–
HE's will become more
reliant on future financing from non-state sources
Key Success Factors HE’s in the
21
st
Century
Pressures Ahead to be Internationalization
Key Success Factors HE’s in the 21
st
Century
Pressures Ahead to be Internationalization
1. Internationalization Faculties:
International Quality of Research
Commitment to International quality of teaching
2. Internationalization Students
(Employability of
Graduates in the Global Companies)
3. Internationalization Education/Learning
Systems and Facilities
4. Global Networking:
Networking with International University
Current Issues Facing Indonesian HE’s
1. Internationalization Quality Standard:
Shortage of trained faculty
(nationally and
globally)
Low Research Output
:
Shortage of researchers,
low expenditure and appreciation of researchers,
and lack of good career prospects for
researchers.
Growth vs. Quality tradeoffs
.
2. Expansion constrained:
high investment cost to
set up facilities and systems
3. Language barrier
4. Education Systems and Cost barrier
Key Criticisms for MANAGEMENT Education
1. Management Education can not be divorced
from the practice of management.
2. Management education must move beyond
the classroom
IV. STRATEGI PERGURUAN TINGGI
MANAJEMEN DI INDONESIA
Strategic Initiatives
1.
EXTERNAL CAPABILITY DEVELOPMENT
a.
World Reputation
(International
Accreditation)
b.
Global Strategic Partnering
c.
International Visibility
d.
Development of Resources
2.
INTERNAL CAPABILITY DEVELOPMENT
1. Assuring educational quality.
2. Getting access to national funds.
3. Easing transfers
.
4. Creating confidence in skills of graduates
.
5. Mechanism for Quality Improvement
and
Change Management.
11/17/2015 New in Mgt Ed - AFEBI 2015 45
EXTERNAL CAPABILITY DEVELOPMENT
(World Reputation)
International
Accreditation
Values of International Standard
1. Student experiences
2. Increase University quality
3. Financial benefits
4. Academic advances and Mutual
understanding
World University Rankings
–
2005 THES/QS Criteria
11/17/2015 New in Mgt Ed - AFEBI 2015 47
Factor
QS peer review of academics in 88 countries
40%
QS poll of employers
10%
Students per member of academic staff
20%
Research citations per faculty member
20%
Proportion of international students
5%
Webometrics
Factor
Weighting (%)
Web size
20
Rich files
15
Scholar (Google)
15
Shanghai Jiao Tong Criteria
Factor
Weighting
Alumni winning Nobel Prizes and Fields Medals
10%
Staff winning Nobel Prizes and Fields Medals
20%
Research citations in 21 areas
20%
11/17/2015 New in Mgt Ed - AFEBI 2015 49
EXTERNAL CAPABILITY DEVELOPMENT
Global Strategic Partnering
1. Students and Faculties exchange
2. Research Collaboration
1. Sharing of resources and expertise
2. Benchmarking (Best Practices)
3. Learning from each other
4. Image building - International
Recognition
5. Training of faculty and students
1. Publications
2. Exchange visits
3. International teachers
4. International students
5. Editorship of international journals
6. Leadership in international networks
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EXTERNAL CAPABILITY DEVELOPMENT
1. Priority in government budget
2. Dancing with the private sector
3. Development of philanthropy
EXTERNAL CAPABILITY DEVELOPMENT
RESOURCE STRATEGIES FOR HE
PUBLIC
MONEY
PUBLIC
INSTITUTIONS
COMMUNITY
RESOURCES
PRIVATE
INSTITUTIONS
Continuum …
Philanthropy:
A Different Pie
Government Appropriation
Government Appropriation +
Learners‟ Fees + Projects
Government Appropriation +
Learners‟ Fees + Projects +
Private Donations
A DIFFERENT PARADIGM
PUBLIC FUNDING
•
No money, no plan
•
Budget cut, activity reduction
•
Look for small money
•
Ask for money when poor
•
Funding is the limit
•
Doing what we did
•
Steady progress
•
Appropriation
ADVANCEMENT
•
No vision, no money
•
Great vision, big money
•
Look for big money
•
Ask for money when strong
•
Sky is the limit
•
Scaling new planes
•
Advancement
1. Research output
a. Research Assessment Exercises
b. Improve research culture
2. Strategic capacity building
a. Concentration of resources on selected areas
b. Concentration of talents
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INTERNAL CAPABILITY DEVELOPMENT
1. Lives in Education
2. Learning Experiences
3. Curriculum System
INTERNAL CAPABILITY DEVELOPMENT
Lives in Education
Classes
Study
Learning Experiences
Classes
Academic
Classes
Academic
Learning
Classrooms,
Libraries,
Laboratories
Student Residence,
Student Unions,
Associations &
Clubs, Young
Leaders
Music, Sports, Art,
Drama, Dance
Exchange, Youth
Conferences
Rural Visits,
NGOs,
Community
Services,
Religious
Practicum,
Internship,
Placement,
Fieldwork
Mentorship
11/17/2015 New in Mgt Ed - AFEBI 2015 61
“
Mengetahui tidaklah cukup,
kita harus menerapkan.
Kemauan tidaklah cukup,
kita harus melakukan
.”
We are not just
doing more and better of
what we have been doing.
We are building
a different education system!
65
Tujuan Program
1. Lulusan dengan
kemampuan Manajemen Dasar
(Finance, Marketing, Operations Management,
Human Capital Management);
2. D
engan wawasan atau cara pandang seorang
wirausaha
:
a. Kemampuan
softskill
: komunikasi, kreatif,
inovatif, team work, berstrategi, sportif, kerja
keras, holistik, toleransi, dan networking.
b. Berfikir tentang
investasi
c. Mampu
mengorganisasikan
d. Menempuh
resiko usaha
e. Membuat
perubahan
Kurikulum
1. Bisa diselesaikan dana 3 tahun;
2. Keseimbangan EQ and IQ;
3. Integrasi antara teori dan praktik
67
