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Agility: a crucial capability for universities

The film, music, newspaper and retail industries – among many others – have already experienced the impact of the digital revolution and experienced the need to adapt or perish in the face of such unprecedented change and swing in consumer preferences. White (2013), a former journalist who experienced this impact on the print media first hand, warns of seeing the same warning signs of technology’s impact on the higher education sector and the consequences of ignoring them. Universities have been warned to overhaul or perish (Hare, 2012). Given the growing take up of online education, views are being expressed about the longevity and viability of higher education institutions (Coy, 2013). It is becoming increasingly clear that business models and corporate focus need to be reframed and renewed to ensure that they are relevant to current and future markets and more importantly, will stand the test of time and still exist to meet the ongoing demand and challenges of the times. Over the years, the higher education sector has faced a barrage of disruptions and reforms as a result of government reform, market demand and volatility, economic pressures and technological innovation. Recent innovations to open up education, including Massive Open Online Courses (MOOCs), blended learning, collaborative models and free education with elite universities, have changed the landscape of the education sector (Marques, 2013; Valiathan, 2002; Associated Press, 2013). These innovations have placed the sector on high alert to the disruptive force of the digital revolution. In Australia, recent government announcements about funding cuts and proposed reforms to the university funding model (Matchett, 2013; Hurst & Tovey, 2013) have compounded the situation. Now, more than ever, business models are needed that have strategic foresight capability Agility: a crucial capability for universities