Culture Change, Programs, Habitat

CULTURE CHANGE CHALLENGES


Are you actively shaping culture to achieve stated ambitions?

Organizational culture is often considered too long-term for many as a facilitator of change. Fact is nothing really changes in education communities (beyond superficial) unless culture change and management thinking and techniques are applied.

Culture is about how we can create and manage meaning. Culture is the primary vehicle and controllable variable for any serious internal change to occur in education institutions. Culture is also the key variable to driving peoples’ behaviour in educational institutions, for example through changing the learning habitat or environment.

So often subtle differences within and between occupational cultures (e.g. faculty versus management) thwart attempts to enact serious change, build consistency in practices, and unify education institutions.

A lack of consistency in education institutions rises to the surface as a top concern in almost all parent/student choice and expectation analysis we undertake. Substance and consistency count more than ever in education institutions (trust, confidence and seamlessness of the journey/experience).

Expert Solutions- What We Do and How?

    • To support education institutions in this high stakes area, we apply organizational culture frameworks to deliberately and strategically shape and create meaning that align and support institutional vision and desired ambitions. This support is far reaching and extends to critical areas such as teacher retention strategies.
    • We hold exceptional starting repository of culture insight, approaches and proprietary tools for education institutions to achieve impactful and sustainable culture change and alignment.
    • 5Rs Partnership are expert in providing deep and rigours survey evaluations of culture that allow for complex change processes to be efficiently and effectively undertaken.
    • 5Rs Partnership have deep understanding of the elements required for culture that fuses and prioritizes both educational and reputational requirements. We guide education institutions schools through significant transformations in a structured, strategic manner.


HABITAT CHALLENGES


Can learning habitat drive strategy and reputation?

If effective culture management defines what matters (intentionality), physical habitat drives and expresses educational direction and purpose like no other cultural component.

Equal only to an educational institution reputation as the most highly valuable and controllable asset is its intentionally designed spaces. There is no more striking statement that an education institution can make than to realign physical habitat to a desired educational reputation.

Culture change is almost always led by physical habitat to drive new ways (to impact where it matters most- teaching pedagogy). People are biological beings. We respond and adjust to learning habitats.

Expert Solutions- What We Do and How?

    • Together with our London-based partners Noble Eaton who specialise in Global Education Design (creating contemporary learning spaces), we support education institutions transform culture and reputation through physical habitat.
    • In partnership with Noble and Eaton, 5Rs Partnership supports renewal and interplay of design in educational institutions to impact on “People, Pedagogy, and Place”. Our analysis focuses on identifying and developing habitat drivers for reputational change.

PROGRAM CHALLENGES


Do programs align with your intentionality?

In the education sector where institutional values are so similar, how can we create distinctive value?

We have found that programs/curriculum and associated services among the most significant factors that can impact enrolment and reputation. We believe that building a collaborative approach is required in choice-based education contexts.

Expert Solutions- What We Do and How?

Using a range of primary and secondary research techniques and consultancy support, we help answer key questions

    • Is there a market for the new programs?
    • What do key stakeholders (students, prospects, alumni, and industry/professional bodies) think about our programs?
    • How do we communicate and market the benefits of our curriculum/courses?
    • Where are the gaps in current curriculum portfolio, and how might we best approach new program development to fill these?
    • Are there areas of curriculum portfolio that we could consider for rationalisation or divestment to improve the effectiveness of the portfolio as a whole?

5Rs Partnership also offers a suite of unique portfolio management tools to assist institutions in their program development and review processes. These tools span:

      • New Course Market Testing and Demand Analysis
      • Existing Course Refresh
      • Enrolment and Demand Analysis
      • Tuition Pricing testing and sensitivity.


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