(Re)imagine Re:design Re_build Co-designing new models for higher education
(Re)imagine Re:design Re_build Co-designing new models for higher education © Copyright 2022 Arizona State University Co-edited, written, designed and produced in collaboration between ASU University Design Institute, ASU Enterprise Marketing Hub, Curiosity & Co. and ASU VISLAB. Printed by students in the ASU Print and Imaging Lab.
In this book The power of (re) re: re_
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(Re)imagine higher education in the future
A lot has changed
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What will our new job descriptions be? 17 Re:design the education system at all levels
Permission to re:design at the largest scale 23
Re_build, putting the principles into practice
ASU’s boldest ambitions 25
Which parts of the education system do you want to change? 56
Writing a new charter 27
How we think about transformation 60
Design aspirations and the New American University 28
Co-design phases for university design 63
Milestones of change, a timeline 46
We are here to partner In a world that won’t stop changing, re:design yourself 70
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> “To design is to devise courses of action aimed at changing existing situations into preferred ones.” – H E R B E R T S I M O N , N O B E L L A U R E AT E
The power of (re) re: re_ Current higher education models and institutions are inadequate. There is a growing disconnect between societal needs for education, budgets to support education, and how institutions address the growing need for educational access. The time is now for those institutions to change, to remake themselves. There is a power in the doing, but there is a regenerative and expansive power in the RE-doing. There is incredible opportunity in the RE. What we thought was a prefix
is the gateway to unleashing exponential value. RE is the site where change happens, it is a catalytic space of change. What are we re/learning now? Which aspects of our work have been (re)imagined lately? What are we going to re:design now? When we say university design, this is what we mean — (re)imagining, re:designing, re_building what education is and how it moves in the world. Our approach to university design is guided by the belief that universities must become engines for social transformation and economic success. We are taking responsibility for our role in the world and working on it together. This book is for system level thinkers, transformationminded leaders, and people who have the ability, interest and drive to affect change. If this is you and you are ready, let’s get started. Michael M. Crow President, Arizona State University
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(Re)imagine
higher education in the future The world is changing at a rate that is unprecedented in human history. Technology disruptions, economic and political upheaval, ecosystem collapses, gender and racial issues — all are impacting the world we live in. We have invented the tools to see the state of things, but we have not yet acted to change the future of our planet. Our sector, higher education, has contributed to both changes and insights and is being deeply affected too. We helped create these problems. What are we doing to fix them?
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A lot
has changed What is the new landscape? There are new variables, new competitors, new considerations that need to be considered as ancillary to our core report card but indirectly having a big impact on our reality. In teaching and learning, institutions are embracing transformative, relevant, and inclusive curricula and pedagogical approaches.
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We have to look far back in order to look far forward. Sometimes the models and analogs we have to look to are far away from us in time.
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And will continue to rapidly change The core is the same We all exist in our local environments, in our local communities. Is our work happening there too? Are our university missions expanding focus beyond academics and research to incorporate broader societal concerns and needs?
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How we grow
is changing We are in the business of fostering learning and growth in our communities, our student bodies and in ourselves. We are demonstrating investments in agile and diverse leadership at multiple levels — in our leaders and our culture more broadly.
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All of informational knowledge exists in a device in your pocket, containing 20,000 years of human wisdom. The university doesn’t own everything anymore. A classroom is no longer required.
What does that mean for us? Why and how are we as institutions incorporating current and futuresensitive digital technologies in university operations and student support to create digital solutions?
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What resources will we need? Which partners in our networks could benefit in new ways from collaboration? Decision-makers are approaching university funding needs beyond single sources or government dependencies, creating organizational strength and resilience through resource diversification.
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What impact are we making? These data points indicate the impact of wearable health care devices on challenges in the world.
1.3 M lives saved
by wearables by 2020 — S W I S S F I R M SOREON RESE ARCH
$200B saved
To solve the grand challenges of the world, we need a field expert + an engineer + a doctor + a nurse — many perspectives approaching and collaborating on all aspects of the challenges we face.
Does research matter?
estimated global health cost savings from wearable tech over the next 25 years
Is the lab building for the ivory tower or the world?
— D E L O I T T E
50%
How are we collaborating with each other and in our communities?
reduction in hospital visits
Higher education organizations are addressing pressing research challenges and social problems in interdisciplinary and collaborative ways in our knowledge generation and discovery efforts.
projected reduction in hospitalizations through use of home monitoring devices of chronic diseases — C A L I F O R N I A T E L E H E A LT H R E S O U R C E C E N T E R
$56.8B market value market projection for wearable tech by 2025 — M A R K E T S A N D M A R K E T S
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HemaPorter is a smart cold storage container for securely transporting blood and organs in environments that lack access to electricity.
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A new approach
It’s time for leaders to think and act like designers. The work of education is work that can be designed — we may and we must prototype, iterate and test to get to more innovative solutions.
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What will our new job descriptions be? Let’s not sit around and wait for the solution.
We can proactively question, listen, observe and be compelled by the findings to act. If the world is changing then our job is to change too. How do we reassign ourselves a new set of objectives so that higher education as a sector is a catalyst for creating the kind of world we want to see in the future?
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Re:design
the education system at all levels At ASU, we know how challenging a All organizations are operating structural and cultural transition can in environments and structures be. We have been in the same position that were designed at one time. ourselves. Does their original design still work today? Does it actually
We have transformed our own structures serve its intended audiences? Does structure match the and culture and rebuilt them at allthe levels.
resources and context in which it operates now?
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Which structures and ideas are no longer serving your audiences, your team and your partners? What if everything was on the table to be redesigned?
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Where others have landed may not be where you are trying to go. The key is working in your own local context, being in motion and innovating the very way you move based on changing terrain.
Design is the act of imagining a better future and systematically working to realize that future.” – B R U CE M AU , D ES I G N E R , F U T U R IS T, AU T H O R O F M A S S I V E CH A N G E A N D D ES I G N PA R T N E R I N A S U ’ S R E P OS I T I O N I N G O F I TS E L F A S A S O C I A L LY D R I V E N E N T E R P R IS E
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Permission to re:design at the largest scale “Education is the kindling of a flame, not the filling of a vessel.” – S O C R AT E S
What do you see for your organization in six months, a year, 10 years? Is it really where you want to go? What are the core gravitational forces shaping where you are now? New creative and productive forces are arising that can foster innovation at all levels. Are you harnessing them? Or are you still working with the forces of the past? For the past 10 years we have sought out opportunity and rebuilt ourselves to channel these new forces. By reimagining who we are and how we move in the world, we have allowed ourselves and our structures to be reshaped by powerful new forces of collaboration, inclusion, strategic partnership and diversified models for business and value creation. This change has put us into an abundance mindset, has positioned us for sustained growth and has empowered our entire enterprise to deliver on the social responsibilities we committed to together. We used this process in our own institution, redesigning it from the core outward.
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In one of the largest public art projects on campus, artist BJ Krivanek designed the installation of the word EXPLORE and text fragments and letterforms etched on the glass façade. They include letters from Latinbased, Native American and Asian languages, as well as numbers and punctuation marks, to represent the universal potential of language.
Our challenges • Rapid socio/ economic change • Increased global competition • Rapid cultural diversification • Limited higher education infrastructure • Historical physical and fiscal constraints in units • Physical constraints on core campus • Underperforming pre-K – 20 education • Limited public and private support for ASU
We set out to build a comprehensive metropolitan research university that is an unparalleled combination of academic excellence and commitment to its social, economic, cultural and environmental setting.
Build for the 21st century. Shed party school image and prepare for the future.
Build for teaching and discovery. Become the place where everyone can learn and hybrid new ideas are possible.
Build for the community.
Options we considered
Create the university as social enterprise.
• Replication model building a university like Minnesota, Ohio State, UCLA
• Build one university in many places. • Build the university around strong, entrepreneurial colleges and schools. • Create a design that allows colleges and schools to grow and prosper to their intellectual and market limits.
• Incremental model Linear extrapolation to future from ASU of today • Differentiation model Building the New American University 24
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ASU’s boldest ambitions
The space itself is also a teacher. How is art and provocation present in your learning spaces? How can every new element be designed to inspire?
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ASU is a comprehensive public research university, measured not by whom it excludes, but by whom it includes and how they succeed; advancing research and discovery of public value; and assuming fundamental responsibility for the economic, social, cultural and overall health of the communities it serves.
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We rewrote our mission, creating the university’s first charter, which serves as our North Star and our very reason for being. We used the opportunity to recommit to our state, to our citizens and to a sustainable future that we build together. These values are the foundation of what attracts students from around the world.
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ASU has remade itself into a
New American University
In order to achieve its charter, ASU has reorganized its internal structures to an enterprise model.
Three pillars anchor the ASU Public Enterprise Three pillars anchor the ASU Public Enterprise
Eight design aspirations guide the ongoing evolution of ASU as a New American University. These institutional objectives are integrated in innovative ways throughout the university to achieve excellence, access and impact. Leverage our place
Transform society
Value entrepreneurship
Conduct use-inspired research
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Advances academic excellence through the faculty and growing the quality, scope and scale of campus immersion and online programs.
Enable student success Advances research, innovation, strategic partnerships, entrepreneurship and international development.
Be socially embedded
Fuse intellectual disciplines
Engage globally
ASU Public Enterprise Office Units
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ASU Public Enterprise Office Units
EdPlus@ASU ASU Enterprise Partners
Serves learners across their entire lifespan, from kindergarten to high school to midcareer to post-retirement.
ASU Enterprise Technology Office EdPlus@ASU ASU Enterprise Marketing Hub ASU Enterprise Partners ASU Preparatory Academy ASU Enterprise Technology Office ASU Enterprise Marketing Hub
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ASU Preparatory Academy
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Phoenix Bioscience Core
“Our faculty and students are working together with our surrounding populations ... in research that rapidly moves from the lab to the community to have a real impact for better health.” — DEBORAH HELITZER, PROFESSOR AND DEAN OF THE COLLEGE OF H E A LT H S O L U T I O N S
Fastest growth in life sciences employment the Phoenix metro area topped the nation, ahead of Seattle, Denver, Boston and other major metro areas in growth
22,000+ jobs in life sciences in metro Phoenix at the end of 2020
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The area includes a new 227,000-square-foot building, called 850 PBC, provides key biomedical facilities and resources that most startups and many researchers previously were not able to access. These include clinical trial areas, dry labs with high-tech equipment for crunching numbers, a wet lab with resources for complex analytical chemistry and molecular biology analyses, a cardiovascular and exercise physiology laboratory, and a rehabilitation and motor control lab.
Leverage our place ASU embraces its culture, socioeconomic and physical setting. By partnering with bioscience experts at other local universities and businesses in the local market, ASU is working to catalyze a bioscience and innovation core in downtown Phoenix. The core is poised to revolutionize health and drive economic growth to benefit Arizona and beyond. ASU scientists are working on a vaccine that could prevent people and dogs from developing multiple types of cancer. It would be a groundbreaking innovation protecting countless lives every year. It’s one of several lifesaving interventions researchers are striving to make a reality at the Phoenix Bioscience Core. Research like this is quickly elevating Phoenix’s profile as a hotbed for life sciences innovation, says Phoenix Mayor Kate Gallego. Years of investments, planning and development are now bearing fruit as life science companies and university researchers improve health while bringing new opportunities to Arizona.
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Transform society ASU catalyzes social change by being connected to social needs.
100+ top-ranked online bachelor’s degrees in the Starbucks College Achievement Plan
What started as a conversation between former Starbucks CEO Howard Schultz and Arizona State University President Michael M. Crow led to a shared philosophy and the idea of providing access to lifelong learning worldwide. And they decided to do just that, starting with Starbucks employees (“partners”). The ASU + Starbucks partnership makes this possible for eligible U.S. partners. to choose from 100+ bachelor’s degree programs offered 100% online. Learn more at starbucks.asu.edu.
“The Starbucks College Achievement Plan has really armed me with the tools to go out and be someone I’ve always aspired to be. I just maybe didn’t know how.” R O B E R T L . , A S U G R A D U AT E T H R O U G H S C A P
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7,500+ Starbucks partners have graduated from ASU To Be Welcoming, addressing bias through understanding the human experience Public spaces and third places are more welcoming to all when we celebrate our shared humanity. By understanding each other, we deepen connections. To encourage more meaningful conversations on this topic, leaders at Starbucks reached out to the experts at ASU to create this 15-course curriculum.
*As of December 2021
60+ companies partnering with ASU in innovative ways to bring education to their teams, including Starbucks, adidas, Uber, Desert Financial Credit Union and others
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ASU Innovation Open
$1 billion+ in external funding for ASU’s Skysong Innovations startups ASU passed the milestone in its portfolio at Skysong Innovations, the entity that brings ASU research into the marketplace.
Powered by the Ira A. Fulton Schools of Engineering, Breakthrough Energy Ventures and the eSeed Challenge, ASUio is designed to advance student-led startups that are tackling the world’s most challenging problems. In 2022, 30 teams representing 20 universities made it as finalists, including student entrepreneurs from MIT, Stanford and Johns Hopkins University. ASUio, in its sixth year, awards one of the highest prize purses among collegiate pitch competitions in the U.S. with prize sponsors like Amazon, Avnet and BD.
$347.4M
$800M
$600M
Devices
$400M
Energy
$198.3M
$182.2M
Diagnostics
$143.9M
$200M
Therapeutics
$79.1M
Tools, reagents
$37.5M
0
Vaccines $24.4M Software, networking $18.8M Materials, nanotech $6.0M SOURCE: Skysong Innovations
180+ companies have launched based on ASU innovations More than 1,500 people are now employed at ASU-linked startups.
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ASU uses its knowledge and encourages innovation. Students, alumni and community members tap into the startup ecosystem, funding sources and supportive networks. With the support of its entrepreneurial arm at Skysong Innovations, ASU has become one of the top-performing U.S. universities in terms of intellectual property inputs (inventions disclosed by ASU researchers) and outputs (licensing deals and startups).
$1B
Sustainability
Value entrepreneurship
SOURCE Global, an ASU startup now at SkySong in Scottsdale, was founded by Cody Friesen, an engineering professor. The company creates clean water using solar power to pull it from the air. Friesen now mentors other startups.
Mentorship, funding and collaborative spaces are critical to the success of launching new venture concepts. ASU’s J. Orin Edson Entrepreneurship + Innovation Institute maintains a directory of networks that can provide not only the financial support startups need, but also the training, mentorship, capital and communities to help turn big ideas into a reality. The Venture Devils program guides student, faculty and community-based entrepreneurs through the process of launching a venture by providing dedicated mentorship as well as access to funding opportunities and venture development work spaces. Learn more at skysonginnovations.com and entrepreneurship.asu.edu.
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Conduct use-inspired research
157 U.S. patents (FY18)
ASU research has purpose and impact.
By redefining the 21st-century university as a knowledge enterprise, ASU has inspired its faculty and students to lead discoveries from the behavior of nanoparticles to the birth of galaxies, unveiling answers about our ancient past, our global future and everything in between. Our interdisciplinary, solutionsfocused approach to research, TLINE TEXT entrepreneurship and economic development is centered on discovery that matters and the fusion of intellectual disciplines in order to solve complex problems. With $677.3M in total research expenditures in FY20, ASU is one of the fastest growing research enterprises in the United States. Learn more at research.asu.edu.
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301 invention disclosures (FY18)
$677.3M estimated total research expenditures
1 MechanicalTree™ = 1,000 trees Popular Science picks ASU professor’s MechanicalTree as a 2019 top technology. The device was developed by Professor Klaus Lackner and his colleagues at ASU and commercialized by Carbon Collect. Over the next decade, Carbon Collect plans to deploy MechanicalTree farms globally to mitigate carbon emissions.
ASU is one of the fastestgrowing research enterprises in the U.S. It was named #6 in the U.S. for total research expenditures among universities without a medical school
OUTLINE TEXT
—A SU Knowledge Enterprise and National Science Foundation Higher Education Research and Development Survey, 2020
Center for Negative Carbon Emissions Klaus Lackner, a pioneer in carbon capture, views a greenhouse that will be fed carbon dioxide from his prototype materials at his lab in ASU’s Center for Negative Carbon Emissions. Companies are building on his ideas to achieve climate goals.
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Mentorship Students can find mentors through ASU’s mentor network, or connecting with a professor on a research project.
Enable student success
Tutoring ASU offers free tutoring and writing help to catch up or get ahead in classes. Academic advising Advisors help ensure students are taking the right classes and are on the most efficient path to graduation.
ASU is committed to the success of each unique student.
eAdvisor ™ Students can see what classes they need to take, in which semester and receive alerts if they fall off track.
Quality higher education should be available to any student capable of performing university-level work, regardless of socioeconomic status or geographic constraints. This objective is central to the ASU Charter and organizational design. The university is dedicated to providing all learners with accessible and valuable pathways to knowledge, and preparing Universal Learners® capable of lifelong adaptation.
First-year success coaching Students get support in their transition to college life with a peer mentor who can offer tips and advice. ASU mobile app Allows students to easily access grades, schedule and financial aid information. They can also find ASU events, maps, library resources and more, all on their phones. Counseling services To support emotional wellbeing, ASU offers professional counseling services as well as confidential 24-hour support. Family support Families are part of the college journey, too. ASU offers resources and information to keep them connected.
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Coaching and support Paula Guzman, an academic advisor from the Mary Lou Fulton Teachers College on the West campus, meets with a student to make sure they are taking the right classes to graduate on time.
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Community partnerships
Be socially Embedded ASU connects with communities through mutually beneficial partnerships. For ASU, partnering with our communities is not an afterthought. It is a fundamental part of our institutional identity. Tethering our success to the success of our communities has inspired us to achieve more and continually recommit to the public purposes of higher education. Embeddedness allows us to expand our reach into communities that are often forgotten, increase efficiency, prepare and strengthen a capable 21st-century workforce and amplify mutually desired outcomes.
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At the Pause + Play installation in Mesa, design and architecture students designed and built an installation for the first Prototyping Festival for the City of Mesa. Unlike most projects that often apply a top-down approach, the professor and students proposed to prototype the process rather than the object. They partnered with Porter Elementary, a Title I school in the city of Mesa school district, collaborating with 75 sixth graders to design the installation.
73,762 student engagements across all socially embedded activities
21,295,811 hours of student engagement
160 engaged courses
300+ study abroad programs
514 community-engaged programs that involve students
647 on-site community-based learning opportunities
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Fuse intellectual disciplines ASU creates knowledge by transcending academic disciplines.
24 interdisciplinary schools
170 interdisciplinary institutes and centers
Biodesign Institute
What is the outcome? A new learning setting that primes ASU’s students to become master learners who, with the support of exemplary faculty and staff, are capable of tackling society’s most complex and important challenges. We have torn down the walls between disciplines, finding connection points between the seemingly unrelated research of different departments. We have created entirely new academic units, centers and institutes devoted to the study of emerging fields that encompass many disciplines.
We deliver the future of natureinspired scientific innovation today for the betterment of human health, community safety and global sustainability.
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Engage globally
In the ASU Enterprise
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ASU engages with people and issues locally, nationally and internationally. Through formal and emergent partnerships and collaborations, ASU grows its innovation infrastructure to maximize impact. The scale and complexity of today’s global challenges are significant, but not insurmountable. Expanding knowledge and developing new solutions for these topics calls for diversity of expertise, perspective and international collaboration. ASU has made global engagement a core design aspiration, motivating our establishment of global partnerships that enable us to increase the breadth and depth of our initiatives. These relationships take us beyond our borders, stretch our minds, enhance our capacities, and help build a safer, more secure world.
International locations
200+ Academic partnerships
453 Research and sponsored projects globally
13,000+ International students
85 Study abroad locations In Global Futures Laboratory
Global Futures Laboratory ASU has convened some of the world’s best scientists, scholars and innovators to launch the Global Futures Laboratory, a leading-edge effort to help create a habitable future that facilitates wellbeing for all. Learn more at globalfutures.asu.edu.
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740+ scientists and scholars in GFL
1,300+ students in the College of Global Futures
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“The New American University: A New Gold Standard”
Since 2002
Mileposts of change at ASU
July 2002
November 2002
Michael M. Crow becomes ASU’s 16th
President Crow delivers inaugural remarks that included the outline of design imperatives to shape the university moving forward.
president.
December 2006
October 2006
The School of Sustainability launches as the first comprehensive degree-granting program of its type in the nation. Sustainability is established in both the business of the university and the academic programs, with many building renovations and new builds earning LEED certifications. In 2021 ASU will be named number one in the U.S. for sustainability by the Sierra Club.
First phase of a comprehensive academic reorganization completed. All 21 deans report directly to the executive vice president and university provost, giving more autonomy to deans, with each one responsible for academic excellence and student success in his or her school or college.
December 2002
Initiates partnership with Mayo Clinic in Arizona which has since expanded to include dual degree opportunities, research collaborations, a startup accelerator and shared projects. Now in development is the Health Futures Center as part of the Mayo-ASU Alliance for Health Care.
January 2008
ASU SkySong Scottsdale Innovation Center opens, offering a unique hub for innovation, technology and business development. In 2021, ASU will have raised more than $1 billion in external funding by the startups in its portfolio at Skysong Innovations, the entity that brings ASU research into the marketplace.
March 2003
ASU begins collaboration with the City of Phoenix to establish the Downtown Phoenix campus. Community members help shape it.
April 2003
Groundbreaking for the Biodesign Institute, the first interdisciplinary research institute in the U.S. entirely devoted to bio-inspired innovation.
August 2006
Downtown Phoenix campus opens. Schools including
the Walter Cronkite School of Journalism and Mass Communication, Sandra Day O’Connor College of Law, College of Health Solutions, Watts College of Public Service and Community Solutions and more will build courses and degrees in the heart of the city.
January 2009
August 2008
Second phase of a reorganization. Changes
are driven by opportunities for intellectual synergy, and result in $2.7 million in savings. More than a dozen colleges and schools are reorganized.
2008
Design visionary and social impact leader Bruce Mau collaborates on the creation of ASU’s bold brand look. The practice of design continues to be democratized throughout the university, inviting innovation and reinvention at all levels.
May 2009
Completes the third phase of a universitywide academic reorganization.
President Barack Obama speaks at ASU. The President Barack Obama Scholars program is created. Michael Crow is named one of Time’s 10 Best College Presidents.
Academic redesign is now part of the institution’s DNA.
Three pillars anchor the ASU Public Enterprise
EdPlus@ASU
ASU Public Enterprise Office Units
ASU Enterprise Partners ASU Enterprise Technology Office ASU Enterprise Marketing Hub
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August 2009
September 2014
ASU Online launches
ASU became a founder
Starbucks establishes a
EdPlus launched
ASU is named “No. 1
to provide broad access to high-quality higher education, building dozens of degree programs across disciplines, including science and engineering.
of the University
partnership to enhance
to enhance access
Most Innovative School”
Innovation Alliance to
access to education for
to technologically
transform education by increasing the number and diversity of college graduates in the U.S.
its employees. Thousands
by U.S. News & World Report (an honor that would be granted a record three times, in 2016, 2017 and 2018).
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June 2014
of “partners” have now graduated through the program and over 16,000 are currently working toward their degrees.
December 2014
November 2014
ASU establishes its first-ever charter, articulating its dedication to the inclusion and success of students, and to a responsibility to the communities it serves.
enhanced learning opportunities across all modalities. New
developments include delivery of learning in virtual environments.
September 2015
March 2018
The Barbara Barrett & Justice Sandra Day O’Connor Washington Center opens in Washington, D.C.
September 2020
ASU Preparatory Academy
November 2020
ASU launches Julie Ann Wrigley Global Futures Laboratory, encompassing the new College of Global Futures, a major research institute, a solutions service and engagement initiatives.
ASU Enterprise model launches, structuring the university’s activities into Academic, Knowledge and Learning Enterprises.
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Your university leader is a chief design officer. Everyone in the organization is a designer. In this empowered mindset, what will you do?
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What does it mean to move fast and try new things? Which ideas have not been redrawn in a long time? What structures and ideas are no longer serving you?
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Reflecting on change
The culture of a major, research-driven public university in the United States has been inextricably and forever altered.” – M I CH A E L M . CR OW, A S U P R ES I D E N T
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_ Re build
Putting the principles into practice The University Design Institute (UDI) at ASU is a catalyst for transformation in higher education. Our guiding belief is that universities become engines of social transformation and economic success. Through our work together, we help you envision the future and move from problems to prototypes. We relentlessly focus on advancing bold, innovative, scalable and sustainable models and solutions for higher education.
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How do the invisible systems get integrated in the new space of thriving? The metaphor of blueprints to real life spaces uses renderings to bring the future into the present.
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Which parts of the education system
do you want to change? All of them. It all has to be on the table and we can help. For higher education to change, the design opportunities listed in the next few pages must change — they are critical. If you are not looking at these things, you are not fundamentally changing the university. Tomorrow’s organization is a symphony of diverse dynamic systems, not fixed in stone.
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Modernized university mission Rewriting the very reason for being, the university mission is expanding beyond academics and research to incorporate broader societal concerns and needs — needs to include access, diversity of learners, lifelong learning.
Agile inclusive leaders and culture Demonstrations of flexible and agile leadership and investments in leadership at multiple levels. Develop design expertise in current and future leaders to accelerate and scale impact.
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Transformative teaching and learning Curricula and pedagogical approaches to address new types of learners and new demands of postsecondary graduates.
Collaborative socially driven knowledge generation and discovery Ways to comprehensively and collaboratively address pressing research challenges and social problems across disciplines, institutions and geographies.
Robust digital solutions
Resource diversification
Incorporation of current and future-sensitive digital technologies in teaching and learning, university operations and student support.
Ways to approach university funding needs beyond single sources or government dependencies. Leveraging relationships to create shared value with other universities, community groups, corporate partners and more.
Partnering with the University Design Institute
These core design imperatives create the culture and structure of how a re:designed university functions. At the University Design Institute, we apply co-design process to these areas with a diverse team of stakeholders, fundamentally changing the trajectory of the institution.
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Who actually does the re:design? Everyone. When you commit to co-design, every stakeholder is a designer. Building on the expertise and insights of communities that will be impacted by the work, our processes are participatory and inclusive.
The process is the project
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Participatory reframing processes are used throughout ASU to design projects, frameworks and organizations themselves.
Amanda Trakas, Bryan Esparza, Anisa Brook, Yvonne Bueno and Ricardo Figueroa participate in a workshop led by the visiting artists for a mural at ASU.
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How we think about transformation Exponential opportunity, impact and growth
Leader-level design
Universitylevel design
Systems-level design
Develop design expertise in current and future leaders to accelerate and scale impact.
Build capacity for universities to design and implement new models and drive transformation.
Engage diverse stakeholders to address opportunities and systemic barriers to change.
Individual
University
Country Consortium Ministry of Education
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(Re)imagine Re:design _ Re build Co-design for discovery and ideation Experiences focused on collaboratively imagining a desired future, creatively generating solutions and funneling ideas for implementation.
• Imagine a desired future. • Explore solutions.
• Funnel ideas for implementation.
Co-design • structures • strategies
• processes
for successful implementation
Co-design for implementation
Multiphased engagements to co-design and develop structures, strategies and processes for successful implementation.
Implement co-designed blueprints and action plans for sustainable transformative change
Co-design phases for university design Co-design is a strategic approach that creates a facilitated space for leaders to bring and utilize varied perspectives, tools and ideas to create sustainable and transformative change. Through the co-design process, UDI is able to gain expanded thought leadership to share with the global community while the collaborating partner receives an innovative blueprint and action plan for transformational change. By intentionally engaging with a variety of experts around a set of shared values, we can bring forth transformation and build capacity for sustained change beyond a single engagement.
Client-led sustainable transformation
Multiphased engagements to co-design and develop structures, strategies and processes for successful implementation. 62
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UDI brings expertise in design processes to provide an opportunity for our clients to collaboratively imagine a desired future and prepare for collective transformation. • Advances systems-level design in higher education. • Builds capacity for clients to move from problems to prototypes. • Develops talent for long-term transformation in higher education. • Engages changemakers, influencers and leaders to address opportunities and systemic barriers to change in global higher education. • Provides knowledge, expertise, ideas, tools and co-created solutions to drive transformation.
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When was the last time your colleges were re:designed?
ASU evaluates its internal structures on an ongoing basis. These notes represent brainstorms and re:design of the Schools of Engineering to respond to a changing world.
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Avid learners, Constructive challengers,
we believe we have as much to learn from our partners as we have things to teach them. We critically self-reflect on our own processes.
we will help our partners push their own thinking and be bold in their visioning and aspirations.
Intentional inclusionists, we believe transparent processes serve as a learning opportunity for all and the engine to drive shifts in mindsets.
We are active educators, not just in education. We blend technical expertise with process expertise and we have deep experience deploying it. We are embedded and invested in our partners’ success.
Eternal optimists, Relentless innovators, we seek to help our partners continuously improve and embrace the discomfort of ambiguity and change. We are not interested in incremental change.
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Bold innovative values guide our team, aligning us on our mindset as we approach the work with partners.
we believe solutions exist for improving the lives of those we serve ... and strive to support our partners as they seek to uncover those solutions. We believe in the brightness of a future transformed by higher education.
The UDI team developed these personas to capture the way we behave and to share with new collaborators as they join us. If this is how you want to work, we can do great things together.
We approach design with open minds and hearts.
Constant collaborators, we know we are not the only experts. We connect our partners with a broad network of expert knowers and doers across industries.
Our values help us build bridges between “what is” and “what could be” through collaborative design.
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SOUTH KOREA LEBANON
MEXICO
UNITED ARAB E MIR ATE S
SENEGAL NIGERIA COSTA RICA
BENIN
ETHIOPIA
GHANA
UGANDA K E N YA RWANDA
BRAZIL
Mexico
Brazil
The Era of Active Learning
Overcoming barriers to collaboration
Universidad de Guadalajara is working with UDI to advance digital learning at scale. The engagement began with 2800+ professors, representing UdeG’s 17 academic units/campuses, being trained to teach digitally, using a foundational course designed to support improvement in learning outcomes using technology.
Eighteen Brazilian universities engaged with UDI for best practices. Sessions included interdisciplinary collaboration, higher education innovative models, multi-university partnerships and digital innovation.
From this work, UDI has advanced further digital transformation and strategic scaling work across the Guadalajara system to support end-to-end institutional transformation.
Leaders gained innovative ideas, implementation strategies and a learning experience with fellow Brazilian institutions.
18 universities in collaboration
United Arab Emirates Institutional transformation in the UAE Zayed University is embarking on a large-scale effort to redesign the university as an exemplar interdisciplinary institution of higher education, with clear strategic intent, an aligned culture and motivated faculty, staff and students. UDI’s engagement is supporting ZU with designing the future-state university including: vision and core values, institutional structure, KPIs, external engagement model, building capacity for translational and interdisciplinary research and datadriven decision-making.
2,800+
9,500+
professors
students impacted by transformation
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Benin Costa Rica Ethiopia Ghana Lebanon Kenya Rwanda Uganda
South Korea
As a catalyst for transformation in
Driving systemic change in digital learning
Redefining higher education in Korea
Institute (UDI) brings together
Mastercard Foundation is partnering with UDI, ASU and United States International University-Africa, Kenya on an eLearning initiative to support digital transformation for 10 universities in eight countries across an 18-month engagement.
Thirty-four Korean universities participated in a workshop series addressing global higher education transformation. Topics included redefining the mission of the university, building innovative cultures, teaching and learning innovations, strategic partnerships, growing research portfolios, and advancing student success. UDI continues to work with the Korean Higher Education System.
changemakers, leaders, inventors
34 universities
and ambitions.
UDI led a co-design process with MCF, USIU and ASU to plan the engagement. UDI leads the ecosystem design aspects of this project, focusing on developing a collaborative network across the participating universities and engaging stakeholders to sustain efforts. Along with other ASU units, UDI will also support capacity building for digital transformation at each of the ten universities.
We are here to partner
transforming higher education
higher education, University Design
and influencers to architect the future of global higher education by building capacity for innovative, scalable, socially transformative and economically successful solutions. These sample projects demonstrate different structures
Learn more about the work at udi.asu.edu.
10 universities in collaboration
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In a world that won’t stop changing, re:design yourself The way things were is not going to serve you anymore. The history of how structures were built included values that do not align with who you are now and who you are going to be. You deserve to re:design yourself, your team, your institution, your future. University design is a strategic and forward-looking process in which educational institutions, government leaders and philanthropic organizations address the future of higher education. This approach allows the reimagination of traditional models that have not evolved quickly enough to meet the needs of today’s society. It challenges archaic assumptions about teaching, learning and focuses on rethinking organizational structures and cultures that are slow to change and resistant to innovation. The re:design process is not a tidy line. It is a progression and a flow that works best in collaboration and with great energy to move forward, to sketch, to prototype, to critique, to iterate and question.
We have been engaged with, struggling with, in deep conversation with these issues and opportunities. We use this process in our own institution, redesigning it from the core. We have been here before and we know how to move forward. Let’s begin your re:design. Reach out to learn more at udi@asu.edu.
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inu Ipe, Vice Chair M and Managing Director, University Design Institute
Change is possible when we work together.
we believe transparent processes serve as a learning opportunity for all and the engine to drive shifts in mindsets.
we seek to help our partners continuously improve and embrace the discomfort of ambiguity and change. We are not interested in incremental change.
Relentless innovators,
Quotes on this poster are from staff members at ASU.
“We never stop improving!”
we believe solutions exist for improving the lives of those we serve...and strive to support our partners as they seek to uncover those solutions. We believe in the brightness of a future transformed by higher education.
Eternal optimists,
– M I C H A E L M . C R O W, A S U P R E S I D E N T
“The culture of a major, research-driven public university in the United States has been inextricably and forever altered.
Intentional inclusionists,
we believe we have as much to learn from our partners as we have things to teach them. We critically self-reflect on our own processes.
Avid learners,
“We break down barriers, we ask ‘why’, we care about the world around us.”
we know we’re not the only experts. We connect our partners with a broad network of expert knowers, doers across industries.
Constant collaborators,
“We invest in students and projects to support new ways of thinking.”
we will help our partners push their own thinking and be bold in their visioning and aspirations.
Constructive challengers,
“We are not afraid of failure”
Co-designing new models for higher education
(Re)imagine Re:design Re_build “We are structured to collaborate and challenge the status quo.”
Let’s (re)imagine re:design re_build together.
udi.asu.edu