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"This report is the result of a research partnership between Burning Glass Technologies, BHEF, and IBM, motivated by the need to close the data science and analytics skills gap through data driven insights and increased collaboration between higher education and industry. It defines the data science and analytics (DSA) landscape, presents research findings about the skill gap, adds context to the DSA jobs and skills that are disrupters, and offers recommendations to alleviate the DSA talent shortage."

"If one studies the interest publishers have shown in the OPM market, one sees the desire for them to create this revenue envelope by being the one-stop shop for aggregating everything their customers need: from content, to technology to program design and marketing. Even thought McGraw's next CEO, Cengage's Michael Hansen, declared recently that the company would stay away from "the business of recruiting students to schools," I would be shocked if the new McGraw Hill were not in some way equipping schools to build their own OPM capability - much the way John Katzman's Noodle is set up."

"Marketers are proficient in using a content engagement cycle, a practice for deciding when to engage whom with what kind of content during the customer journey. They plan months, quarters and even years in advance to create a content strategy that aligns with business goals and engages their audience pre- and post-sale. L&D professionals on the other hand, often think about each training session or learning program singularly instead of looking at the overall learner experience. Mapping out the learner lifecycle and assigning content that engages them along the way not only helps create unforgettable learning experiences but also aids in the transfer of knowledge after a training session ends. "

""I'm a survivor of that teardown mode of the '70s and '80s, that college-for-all thing," he said. This has had the unintended consequence of helping flatten out or steadily erode the share of students taking vocational courses. In California's community colleges, for instance, it's dropped to 28 percent from 31 percent since 2000, contributing to a shortage of trained workers with more than a high school diploma but less than a bachelor's degree."

"with no existing online programs and a culture unaccustomed to rapid transformation, they weren't prepared for the challenge, Coleman admitted during a session last month at the University Professional, Continuing and Online Education Association's annual meeting. "Wellesley had no understanding of this market," Coleman said. "I'm not really sure that they had a full understanding of what this could be or what they wanted it to be.""

"CEW explores the links between education, career preparation, and workplace demands. Our research focuses on jobs, skills, and equity with the goal of better aligning education and training with workforce and labor market demand."

"While distance-learning programs are not likely to replace the traditional college experience for everyone, the rate of growth in online enrollment is outpacing that for campus enrollment. The market for online programs is crowded and relatively easy to enter, but traditional name-brand universities now claim a larger share of it than in the past. This means smaller institutions with less-established programs will struggle unless they can set themselves apart, according to the report."

"expect to see more colleges turn to these providers, said Michael Feldstein, a consultant and co-publisher of the popular e-Literate blog, who has long followed the OPM market. A survey released last week by The Chronicle of Higher Education and P3-EDU, a conference on public-private partnerships to be hosted by George Mason University, found that 42 percent of provosts, chief financial officers and presidents surveyed said that expanding online programs was the area they most considered turning to a private company to help with."

"Rather than just focusing on the OPM market itself, Czerniewicz and Walji place the subject into the broader context of "marketisation, digitisation, unbundling and austerity climates." This placement is valuable, as it frames the appropriate questions that colleges and universities should address when considering OPM or OPE vendor support."

""The shortage of students is a fallacy," says Michael M. Crow, president of Arizona State University, which enrolled more than 95,000 undergraduates in 2017, about 28,000 of them online. The number of Americans with some college but no degree presents "an unbelievable market," he adds, but most institutions that educate students on a brick-and-mortar campus are not equipped to recruit, or serve, such students."

"The Online program management (OPM) market is growing in terms of the number of institutions using OPM providers and in the number of providers. The market is also showing signs of consolidation as the providers figure out how to position themselves in this competitive landscape. What we don't hear much about is the international trend that is also taking shape. Yes, the US market started earlier and is still larger than all others combined, but the international market is growing and becoming more and more important."

"The Fourth Industrial Revolution is interacting with other socio-economic and demographic factors to create a perfect storm of business model change in all industries, resulting in major disruptions to labour markets. New categories of jobs will emerge, partly or wholly displacing others. The skill sets required in both old and new occupations will change in most industries and transform how and where people work. It may also affect female and male workers differently and transform the dynamics of the industry gender gap. The Future of Jobs Report aims to unpack and provide specific information on the relative magnitude of these trends by industry and geography, and on the expected time horizon for their impact to be felt on job functions, employment levels and skills."

"Today the movement became real as Grand Canyon Education announced their agreement to buy Orbis Education Services for more than $362 million."

"What exactly is a brand voice? Adweek puts it succinctly: "When we say brand voice, we mean the authentic personality of your brand. Ask yourself: 'Who would my brand be if it were a real person? What would it sound like?' That is the voice of your brand.""

""We welcome Acrobatiq's team to the VitalSource family," said Pep Carrera, President of VitalSource®. "VitalSource already does more than just deliver learning materials.  We empower students and faculty with the resources necessary to promote greater success. By combining Acrobatiq's cognitive and data science-based platform with VitalSource's valued relationships with publishers and institutions, we have an opportunity to bring high impact learning to the market at an unprecedented scale."  "

"Key findings from the report include: When publishers bundle a textbook with an access code, it eliminates most opportunities for students to cut costs with the used book market. Of the access code bundles in our sample, forty-five percent-nearly half-were unavailable from any other source we could find except the campus bookstore. This eliminated student's ability to shop around and meant that they were forced to pay full price for these materials. For the classes using bundles, students would likely be stuck paying full price, whereas for the classes using a textbook only, students could cut costs up to fifty-eight percent by buying used online. Schools that have invested in open educational resources (OER) generated significant savings for their students. OER are educational materials that can be downloaded or accessed for free online while carrying many other benefits for students and professors. For example, in Massachusetts, Greenfield Community College's use of OER in three of the six courses in our study meant that students there could spend as little as $31 per course on materials, compared to a national average of $153 per course. Switching the ten introductory classes in our study to OER nationwide would save students $1.5 billion per year in course materials costs."

"The MOOC providers didn't bring about the end of higher education as we knew it, but they did stumble upon a highly-effective marketing funnel with the potential to change the way universities put programs online. This niche is known in higher education as online program management (OPM), and providers who work in this space offer solutions to help universities put their programs online. Now, the MOOC providers are poised to make a dent in the highly-lucrative OPM market."

"Decisions are only as good as the implementation that results. Marketing isn't a plan, it's a system of feedback loops from the market that need to be adjusted in real-time. It's one thing for politicians to sign a bill into law, but another to ensure that the bill's intentions are actually encoded into the software that powers government."

"This squishiness in the OPM market is a sign that more and more schools are serious enough about learning to be systematically better at supporting student success that they are increasingly willing to pay for help. And that change in prioritization is potentially good for everyone."

"As the online education market has matured, however, there has been a growing pushback against revenue-sharing as the only model available. Thus there is an emerging unbundled fee-for-service OPM model, in which the companies offer the same services, or some subset, for the market price of those services. The institution pays for the services used, mostly independent of the amount of tuition revenue coming into the online program. This category leads to the program, or institution, to take the up-front financial risk but not have to sign contracts sending ~40 - 60% of the tuition revenue to the vendor. Fewer strings attached but more responsibilities and risks for the school."