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This article describes the value of having a "service lens" in strategic implementation of technology in higher education. The authors view higher education as a co-created set of activities and experiences, having value only in their use over time, which is a shift from traditional thinking. They share that this strategy requires a belief in service systems existing in order to serve consumers, employers, and society at large. A service lens puts the consumer (the student) at the center of improvement and innovation initiatives, considering the consumer's experience to be a foundation for looking at how to make important changes in higher education. The authors argue that service blueprinting can be used to transform a traditional course to an online course while enhancing efficient delivery of content, the student experience, and student learning outcomes. Several examples are shared from the authors' institution, Arizona State University, with evidence pointing to an increase in student success, achievable learning outcomes, and reducing cost. This article would be most helpful for faculty and staff looking to take a strategic approach in making decisions about technology based on the student experience.

This article written by Jennifer Natsu, is focused on the way learning trends have shifted to accommodate the learning styles and preferences of the present generation of students. Twenty-first century students live a connected world where they constantly communicate and share experiences through applications such as Facebook, twitter etc. Many colleges have noticeably adapted their pedagogic methods to accommodate these trends by using similar technologies to engage students. Duke University for instance, uses a "virtual hall" to engage in conversations with students in other parts of the world as well as CEOs. Harvard physics students adopt a discussion model, facilitated by small groups. This in essence, is the face the new age of education where passive learning is being replaced by more dynamic models of teaching and learning. Jennifer Natsu is a frequent contributor to e-campus news, reporting on developments in higher education.

The author is a well-known editor and writer for the Chronicle of Higher Education and has written on a wide range of topics. This article summarizes how recent changes at Arizona State University (ASU), with a focus on online learning, technology, and innovation have come with a number of impressive accomplishments. Some of these achievements include: an increase in freshman to sophomore retention, a rise in the amount of research conducted, as well as an increase in the number of bachelor degree graduates from STEM fields. Changing the culture of their student body, has created a more diverse and accessible environment as they have become more ethnically and economically representative of their surrounding community. The president of the university, Michael Crow, points to the fact that enrollment growth is a function of their mission. One question that the author poses is: will this new model sustain? The author explains how all administrative innovations and new initiatives at ASU are based on the data the university collects from its students and from other feeder schools, such as community colleges. Some of these initiatives include, teaching and learning-based courses, where students work on projects where they solve real problems for a local community and courses are held in machine and tool-filled "studios" for classes. The president of Arizona State University seems to be a visionary who is changing the image of what a large research university should be. This article would be most useful for leaders of institutions looking to transform their mission and vision, or higher education leaders who want to incorporate innovative ideas.

The chief privacy and security office at the University of Illinois at Urbana-Champaign, Michael Corn, discusses the need for higher education to be less risk adverse. While the article is somewhat vague, anyone interested in general technology infrastructure for colleges and universities, has something to gain from reading it. Using his own experience to develop his theories, Corn explains faculty members and administrators need to re-evaluate their view on risk and how risk is accessed.  On most campuses, faculty members use third-party services without the knowledge or support of the institution. Using third-party vendors forces the faculty member to take on major personal and institutional risk, especially the security of data. Unfortunately, if the institution lacks updated technology, faculty members are put in a difficult situation. Colleges and universities are rather risk adverse. Corn argues colleges and universities need to re-access how risky some technologies truly are. The information technology department cannot transform the institution's culture on their own. All campus administrators, faculty, registrars must work together to be more transparent, accessible for students with special needs, thorough guidance for students, and increasingly accountable. When all members of the college community come together and work towards improved and "risky" technologies, the institution will benefit.

duderstadt on reinventing the research university to serve a changing world. Interesting topic. LONG video but good content. worth understanding his perspective (albeit a public one) on reinventing the institution.

Gordon Friedman, president of the non-profit National Laboratory for Education Transformation, employs metaphoric prose to portray the relationship between technological advances and faculty inertia that has hindered the advancement of higher education into the twenty first century. He uses the term cloud to refer to the virtual, server-based world, and fog to depict the technological apathy and bureaucratic red taped nature of higher education that refuses to tap into the data mine available through technological systems. The cloud offers a transparent and cost effective way to systemize institutional operations. Friedman clarifies that what he advocates is not mindless extrapolation of data, but rather a shift to embrace the reality of twenty-first century students, who exist in a world where their personal data is captured by the various web applications they routinely patronize. Unlike these applications that use captured data to construct the essence of their customers, higher education remains an impersonal enterprise that does not utilize the existing data to design a more personal learning process. To Friedman, online courses, digital curricula components and apps are not sufficient, because unlike the cloud, information flow is one directional. This article is directed at higher education institutions. To lift the fog, Friedman states that colleges ought to adopt three principles of the cloud namely: identity formation and management whereby students develop a sense of ownership through the maintenance of their own identities; social networks and learning communities where learning is student centered and self paced; and data mining and assessment faculty collect and use student data to monitor the teaching and learning process.

The author of this opinion article is a professor of philosophy at Ohio State University. He summarizes how in the past he had been resistant to teaching online, but has since realized the immense benefits and opportunities of e-learning, due to several cultural changes. For example, social media, e-mail, and texting have changed personal contact so that electronic media has become a standard way of communicating. This shift along with entertainment education (referred to at edutainment) has also resulted in student preferences toward online courses. Another benefit is access, as students often want to work while attending college, or they just want the flexibility of taking classes from home without a set schedule. The faculty member shares how he transformed his traditional teaching style and gives several examples, such as turning my paper handouts into electronic slides and board work into screen-capture videos. He also shares how to keep students engaged through his delivery of content, such as speaking without notes, so there is an element of suspense through an audio recording. Utilizing content in different formats also helped him to apply techniques in another direction, as he states that many of the video clips and visuals developed for online courses can be used in traditional courses. The author ends with sharing how online teaching has increased his communication with students, through direct e-mail exchanges and conversation on the course discussion board. He concludes that students report enjoying online courses and faculty and staff need to adjust to their demands and accommodate student preferences, which troubles many faculty members who resist to teaching online. This article would be most useful for faculty as well as senior staff in academic affairs who are looking to engage faculty in teaching online.

In this interview conducted by Maya Baratz of ABC News, John Katzman and Jeremy Johnson, both founders of 2TOR, share their vision for their company and what they believe online education will look like in the future. 2TOR was created to transform schools by helping them build online quality programs on a grand scale. 2TOR uses a learning management system that looks more like Facebook than it does blackboard because the founders wanted to incorporate into academia, the best practices of social media such as interactive discussions, and the development of a network of peers, thereby re-creating a campus learning program online. Katzman cautions that schools that cannot guarantee an online program of the same quality as their campus- based ones should refrain from doing so. He does clarify however, that while undergraduate campus experience cannot be re-created online, and online programs are presently best suited to graduate studies, the escalating cost of education means that several years from now, technology will offer a cheaper alternative. Students do not have to take all their courses online. They can take semesters, similar to the way study abroad programs are conducted. Their version of the classroom of the future is a self-paced combination of web based work and classroom discussions. Teachers therefore need to be equipped to utilize technology to achieve more learning by incorporating the attributes of social media. Katzman and Johnson believe that nothing online is small and good for very long. Institutions need to build scale as well as quality to remain competitive. The intended audiences of 2TOR's message are all higher education institutions that wish to remain competitive in the future.

The article serves two purposes for research on the topic of higher ed information technology: 1) the challenges associated with managing campus IT are universal; the issues are not found only in American higher education and 2) a case study for exploration of solutions for campus IT problems including cost, adoption and oversight, or management. The recency of the publication is important for context on current trends and issues as well as current management strategies. The sources is important because the authors are economics professors at universities in the UK who are working toward an openness in education agenda, an issue that is often met with resistance in the US even though it is commonly regarded as a possible solution for some IT problems. Openness in education has been widely debated in consideration of three key areas: cost, quality, and access. Open education resources (OER) includes free or low cost textbooks, lab manuals, learning objects and courseware. These options offer resources to educators and students at a lower cost than publisher materials and vendor software, however faculty and others question the quality of resources that are offered for free. The myth that "free" does not equal "good" in the eyes of academics prohibits widespread adoption of OER thus limits access to education resources for many. The case study in this paper goes much deeper, to examine the issues relating to creating an openness initiative at a major university and evaluate the strategies used to shift the campus mindset in regards to OER, change behavior for selecting campus and course resources, and open a dialog around OER, both using and creating from and for the OER community. Bonus: excellent lit review on the topic of openness in higher ed.