VCU_Distinguished_Leadership_Lecture_ASU_Crow_Final_Full_021725

Leading for Innovation VCU Distinguished Leadership Lecture Series

Michael M. Crow Virtual February 18, 2025

Where are we?

2

The evolution of higher education

3

Global access to education and empowerment has been limited by organizational designs and instructional technologies 100% 90% 80% 70% 60% 50% 40% 30%

Learning Enterprises

20%

Colleges and Universities

10%

Guilds and Academies

4

2100 AD

2000 AD

1800 AD

1600 AD

1400 AD

1200 AD

1000 AD

800 AD

600 AD

400 AD

200 AD

0

200 BC

387 BC

0%

How can higher education seize this moment to drive significant and enduring human progress?

5

The evolution of higher education

6

Challenge: How do we advance change at scale • Try new organizational designs • Use technology to empower individuals and relationships, not replace them • Be adaptable to local contexts • Engage multiple stakeholders that contribute resources not dependent on the economic cycle • Use visibility to build strong and vocal political constituencies

7

The challenge: How do we advance change at scale?

8

Try new organizational designs

Use technology to empower individuals and relationships, not replace them

Engage multiple stakeholders that contribute resources not dependent on the economic cycle

Use visibility to build strong and vocal political constituencies

Be adaptable to local contexts

Different approaches call varied organizational designs Private Company

Public Company or Private Enterprise

State-Owned Enterprise

Public Enterprise

Public Agency

Animating Purpose

Profit maximization for owner(s)

Maximization of profit for shareholders and/or benefits for stakeholders

Profit maximization for shareholders

Achievement of specified objectives through enterprise

Achievement of specified objectives through policy

Legal Formation

Partnership or closely held corporation

Publicly-held corporation or non-profit corporation

For-profit or non-profit corporation

Various

Government agency

Equity Holders

Private; small number of owners

Public ownership facilitated through public markets or membership

The government as controlling or majority shareholders

The people

The people

Distribution of Profits

To owners

To shareholders if applicable

To shareholders

Retained in enterprise

None

General Example

Omni Hotels & Resorts

Marriott International inc.

PBS, Amtrak

SRP, FDIC

U.S. Department of Defense

Arizona State University

Texas A&M University

None currently Higher Education Example

9

University of Phoenix

Stanford University

How do you cultivate a design culture?

10

Communicate a directive to design to solve problems

Challenge and empower all levels and units to adopt a design mentality

Keep a nimble pace focused on continuous improvement

Engage with university, private and community sector partners

Take risks and use lessons to design new iterations

Welcome opportunities to be a full-service testing ground

One approach

11

Our charter drives all we do

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.

12

The ASU design aspirations guide how we fulfill the charter Leverage Our Place ASU embraces its cultural, socioeconomic and physical setting.

Fuse Intellectual Disciplines ASU creates knowledge by transcending academic disciplines.

Transform Society ASU catalyzes social change by being connected to social needs.

Be Socially Embedded ASU connects with communities through mutually beneficial partnerships.

Value Entrepreneurship ASU uses its knowledge and encourages innovation.

Engage Globally ASU engages with people and issues locally, nationally and internationally..

Conduct Use-Inspired Research ASU research has purpose and impact.

Practice Principled Innovation ASU places character and values at the center of decisions and actions.

Enable Student Success ASU is committed to the success of each unique student.

13

ASU is advancing multiple teaching and learning realms Realm 1

Campus Immersion

Realm 1b

ASU Sync

Realm 4

Education Through Exploration

Realm 5

Massively Distributed, Universally Accessible,

Realm 2

Digital Immersion

Realm 3

Digital Immersion — Massively Open 14

High-Intensity Learning Solution University

ASU mission and goals make clear our expectations Demonstrate leadership in enabling academic excellence and accessibility at scale

Establish national standing in academic quality and impact of colleges and schools in every field Expand ASU’s role as the leading global center for interdisciplinary research, discovery and development by 2030

Enhance our local impact and social embeddedness Design and launch ASU Health as a comprehensive cluster of teaching, learning and discovery health systems for the enhancement of social-scale health outcomes Advance the world’s first Global Futures Laboratory 15

Demonstrate leadership leadership in enabling academic excellence and accessibility at scale 16

Demonstrate leadership in enabling academic excellence and accessibility at scale

17

•

Maintain the fundamental principle of accessibility to all students qualified to study at a research university.

•

Maintain university accessibility to match Arizona’s socioeconomic diversity, with undifferentiated outcomes for success.

•

Ensure that more morethan than90% 90% of students continue studies beyond their first year.

•

Enhance university graduation rate to greater greater than than 85% 85% and more than 40,000 40,000 graduates annually.

•

Continuously enhance quality while maintaining affordability.

•

170,000 online degree-seeking students.

Overcome geographic and financial barriers to education by enrolling 170,000

•

Continuously increase measured student development and learning outcomes.

•

Engage learners of all socioeconomic, geographic and demographic backgrounds.

18

2024-25 FY25

2023-24 FY24

2022-23 FY23

2021-22 FY22

2020-21 FY21

2019-20 FY20

2018-19 FY19

2017-18 FY18

2016-17 FY17

2015-16 FY16

2014-15 FY15

2013-14 FY14

2012-13 FY13

2011-12 FY12

2010-11 FY11

2009-10 FY10

2008-09 FY09

2007-08 FY08

2006-07 FY07

2005-06 FY06

2004-05 FY05

2003-04 FY04

2002-03 FY03

ASU has increased Arizona resident enrollment by 20,000 students over the last two decades

Total resident enrollment (FY03 to FY24, estimate for FY25) 80,000 70,114

70,000

60,000

50,000 49,336

40,000

30,000

20,000

10,000

0

19

2024-25 FY25

2023-24 FY24

2022-23 FY23

2021-22 FY22

2020-21 FY21

2019-20 FY20

2018-19 FY19

2017-18 FY18

2016-17 FY17

2015-16 FY16

2014-15 FY15

2013-14 FY14

2012-13 FY13

2011-12 FY12

2010-11 FY11

2009-10 FY10

2008-09 FY09

2007-08 FY08

2006-07 FY07

2005-06 FY06

2004-05 FY05

2003-04 FY04

2002-03 FY03

ASU enrollment reaches highest ever levels

ABOR metric

Total enrollment (FY03 to FY24, estimate for FY25) 200,000

180,000

International

160,000 Online

140,000 Campus

120,000

Nonresident

100,000 Online

80,000 Campus

60,000

40,000

Resident

20,000 Online

0 Campus

ASU supports learners access to flexible pathways to college

ABOR topic of interest

ABOR topic of interest

Universal Learner Courses

Accelerate ASU

Earned Admission

25,842

8,003

1,795

Learners in FY24

High school learners (in partnership with 250 high schools) took collegelevel courses in FY24

New Earned Admission Learners admitted to ASU degree programs in FY24

20

ASU accelerates reenrollment to help students finish their degrees

13,431 Reentry advising to align career goals to ASU credentials

Credit mapping for efficient degree completion

Campus and online enrollment modality flexibility Student-centric reenrollment strategies

Balance-due resolution and flexible repayment options

21

Scholarships and financial advising

Personalized outreach from reentry coaches

Total number of students ASU has successfully reenrolled as of fall 2024

24% Percentage of returners who have earned an ASU degree since reenrolling

172,500 Total number of former students ASU has identified as priority for reentry advising campaigns in 2025

ASU first-year retention is nearing 90%

ABOR metric

Full-time, first-year campus immersion student retention rates (entering students, fall 2002 to fall 2023) 92.0% 90.7%

90.0%

88.8%

88.0% 86.6%

86.0% 84.0%

84.0% 82.0% 80.0%

78.0%

AZCC transfer students

78.0%

Arizona first-year students

76.0% 76.7%

All first-year students

22

“AZCC transfers" refers to students with 12 or more credits from an Arizona community college and whose last institution before ASU was an Arizona community college.

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

74.0%

Graduation rates are moving toward our 85% goal ABOR metric

First-year, full-time campus immersion student graduation rates (fall 2002 to fall 2020) 85.0% 75.6%

75.0% 67.4%

70.1% 66.2%

65.0% 55.8%

55.0%

45.0%

56.7% 49.2%

4-year AZCC transfers rate 6-year all first-year rate

35.0%

5-year all first-year rate

29.6%

4-year all first-year rate

23

“AZCC transfers" refers to students with 12+ credits from an Arizona community college and whose last institution before ASU was an Arizona community college.

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

25.0%

ASU remains affordable by providing significant gift aid

Estimated average gift aid by family income for Arizona resident campus immersion undergraduate students (FY25) 7,896

3,813

3,465

2,649

2,130

4,499

10,863

Number of students

$106

$3,876

$5,818

Net price

$18,000 $16,000 Average net price = $2,251

$14,000 $12,000

Tuition and mandatory fees = $12,573

$10,000 $8,000

Private and external gift aid

$6,000

State gift aid

$4,000

Federal gift aid

$2,000

Institutional gift aid

$0 < $20K

24

$20K-$34.99

$35K-$49.99K

$50K-$64.99K

$65K-$79.99K

$80K-$119.99K

AZ median household income = $77,315 U.S. median household income = $77,791 Income data: U.S. Census Bureau, 2024 Estimated values based on fall aid patterns before spring and summer disbursements. Year-end actuals may differ.

Net price represents the net amount paid for tuition and fees after financial aid.

> $120K >=$120K

ASU total online enrollment exceeds 100,000 students annually ABOR metric

Total online enrollment (FY09 to FY24, estimate for FY25) 120,000

100,000

80,000

60,000

40,000 International

20,000

Nonresident Resident

25

2024-25 FY25

FY24 2023-24

FY23 2022-23

FY22 2021-22

FY21 2020-21

FY20 2019-20

FY19 2018-19

FY18 2017-18

FY17 2016-17

FY16 2015-16

FY15 2014-15

FY14 2013-14

FY13 2012-13

FY12 2011-12

FY11 2010-11

FY10 2009-10

FY09 2008-09

0

ASU continues to drive innovation for improved student success

26

Degree Selection and Progression ● Interactive degree planner ● Credit mobility suite ● Universal articulation agreements ● Exploratory majors

Integrated Case Management ● Predictive analytics ● Proactive advising ● Holistic student data ● Health and wellness

Teaching and Learning Innovation ● General education redesign ● MACS Accelerator ● Virtual learning environments ● Full launch of ASU Sync

Comprehensive Academic Support ● Work + Learn ● Experiential learning ● 24/7 academic support network ● University College redesign

0

27 All income figures are adjusted to 2024 dollars using the CPI.

$400k Over $400K Over

$380K $400k to $400K $380k to

$360K $380k to $380K $360k to

$340K $360k to $360K $340k to

$320K $340k to $340K $320k to

$300K $320k to $320K $300k to

$280K $300k to $300K $280k to

$260K $280k to $280K $260k to

$240K $260k to $260K $240k to

$220K $240k to $240K $220k to

$200K $220k to $220K $200k to

$180K $200k to $200K $180k to

$180k to $180K $160k to $160K

$160k to $160K $140k to $140K

$120K $140k to $140K $120k to

$100K $120k to $120K $100k to

$80K $100k to $100K $80k to

$60K $80k to $80K $60k to

$40K $60k to $60K $40k to

$20K $40k to $40K $20k to

Under $20k Under $20K

ASU is increasingly accessible to low-income students

Total full-time undergraduate enrollment by income and residency (fall 2002, fall 2012, fall 2024) 6,000

5,000

4,000 Fall 2002 nonresident

3,000 Fall 2002 resident

2,000 Fall 2012 nonresident

Fall 2012 resident

1,000 Fall 2024 nonresident

Fall 2024 resident

ASU has expanded access across demographic backgrounds

Total undergraduate enrollment by race/ethnicity (FY03 to FY24) 160,000 Unspecified

140,000

International

120,000

Two or more

100,000

Native Hawaiian / Pacific Islander

80,000

American Indian / Alaskan Native

60,000

Black / African American

40,000

Asian American

20,000

Hispanic / Latino White

28

2023-24 FY24

2022-23 FY23

2021-22 FY22

2020-21 FY21

2019-20 FY20

FY19 2018-19

FY18 2017-18

FY17 2016-17

FY16 2015-16

FY15 2014-15

FY14 2013-14

FY13 2012-13

FY12 2011-12

FY11 2010-11

FY10 2009-10

FY09 2008-09

FY08 2007-08

FY07 2006-07

FY06 2005-06

FY05 2004-05

FY04 2003-04

FY03 2002-03

0

ASU engages learners and helps to power universities around the world

ASU is the top U.S. public university of choice for international students

ASU’s global engagement efforts connect ASU and Arizona to the world

Institutions with largest international

FY24

student population (fall 2023) New York University Northeastern University – Boston Columbia University Arizona State University University of Southern California University of Illinois – Urbana-Champaign Boston University University of California, Berkeley Purdue University – West Lafayette University of North Texas

300,000+ 27,247 21,023 20,321 18,866 17,469 15,376 12,853 12,441 12,181 11,917

Students enrolled in 27 ASU-Cintana Alliance institutions

300,000+ English language learners and teachers of English trained

12,026 Students, learners and faculty from Africa impacted by the Mastercard Foundation partnership

300+ International academic partnerships 29

Source: Institute of International Education. fall 2023 enrollment. ASU figure reflects the total university.

Establish national national standing standing in academic quality and impact of colleges and schools in every field 30

Establish national standing in academic quality and impact of colleges and schools in every field

31

•

Advance and maintain national standing in academic quality for each college and school.

•

Attain national standing in learning and post-graduation outcomes for students in all colleges and schools.

•

Become the leading university academically (faculty, discovery, research, creativity) in at least one department or school within each college and school.

ASU academic programs are top-ranked

32

ASU graduates are highly successful

33

Expand ASU’s role as the leading global center for interdisciplinary research, discovery and development by 2030 34

Expand ASU’s role as the leading global center for interdisciplinary research, discovery and development by 2030

35

•

Launch the prototype medical center for the planet.

•

Become the leading American center for discovery and scholarship in the integrated social sciences and comprehensive arts and sciences.

•

Enhance research competitiveness to more than $1.5 billion in annual research expenditures.

•

Drive regional economic competitiveness through research, discovery and socioeconomically integrated programs.

•

Serve as a leading American center for innovation, entrepreneurship and sustainability.

•

Create the leading global center for education and learning technology.

ASU is approaching $1 billion in research expenditures ABOR metric

NSF HERD expenditures (dollars in millions, actuals for FY03 to FY23, estimates for FY24 and FY25) $1,200

$1,060 (est.)

Goal

$992 (est.)

$1.5 billion

$1,000

$800

Research priorities:

$600

• • • • •

$400

$200

36

2025 FY25

2024 FY24

2023 FY23

2022 FY22

2021 FY21

2020 FY20

2019 FY19

2018 FY18

FY17 2017

FY16 2016

FY15 2015

FY14 2014

FY13 2013

FY12 2012

FY11 2011

FY10 2010

FY09 2009

FY08 2008

FY07 2007

FY06 2006

FY05 2005

FY04 2004

FY03 2003

$0

Advanced technology Health National security Space Sustainability

ASU is a leading knowledge enterprise in the U.S.

National Science Foundation Higher Education Research and Development Rankings (FY23)

37

ASU is winning and leading a critical national objective Total anticipated awards U.S. Department of State Bureau

U.S. Department of Commerce

of Economic and Business Affairs

$100M

$13.8M

ITSI

ASU is bolstering the assembly, testing and packaging capabilities in International Technology Security and Innovation (ITSI) partner countries in the Americas and Indo-Pacific

From the first part in the CHIPS National Advanced Packaging Manufacturing Program (NAPMP).

SHIELD USA

U.S. Department of Defense

U.S. Department of Commerce

$177M The SWAP Hub’s five projects and 170+ regional and national partners work together to accelerate the lab-to-fab transition between research, development and production, and collaborate to build the microelectronics workforce.

Southwest Prototyping Hub

38

ASU is driving innovation in the domestic microchip packaging ecosystem and expanding capacity for domestic advanced packaging.

NSTC / NAPMP Packaging Facility

The U.S. Commerce Department and Natcast chose Arizona as the site of the co-located National Semiconductor Technology Center (NSTC) Prototyping and NAPMP Advanced Packaging Piloting Facility, one of three CHIPS for America R&D flagship facilities that represent the greatest national lab investments since the Manhattan Project.

EdPlus at ASU develops transformative education and learning technologies ABOR topic of interest

376 No. 2

Best online bachelor’s business programs Ahead of Syracuse University, University of Arizona and Indiana University

No. 3

Best online bachelor’s programs for veterans Ahead of George Washington University, University of Massachusetts and Syracuse University

No. 4

Best online bachelor’s programs Ahead of University of Arizona, George Washington University and University of Georgia

Top 10 40

Fully online programs offered through ASU Online

Best online graduate programs In W. P. Carey School of Business, Ira A. Fulton Schools of Engineering and Mary Lou Fulton College for Teaching and Learning Innovation

Starbucks College Achievement Plan (SCAP) •

15,000+ SCAP graduates since 2014

•

25,000+ current SCAP students

•

4,000+ learners admitted through Pathway to Admission to date

NeoSTEM is being advanced through Dreamscape Learn

Student outcomes in Dreamscape Learn biology labs: •

Increased engagement and higher lab assignment grades

•

High student satisfaction and immersive engagement

•

Improved grades in subsequent courses and better retention in STEM majors

•

Equitable performance across diverse student demographics

New chemistry module launches this semester.

Art history and astronomy are the next modules.

41

ASU is pioneering the use of AI within higher education

Six focus areas for advancing AI • Position ASU as a global leader for advancing AI innovations • Enhance student and learner outcomes • Create space for active innovation • Advance new pathways for research and discovery • Redefine the future of work • Design a robust digital ecosystem for Principled Innovation

42

Enhance our local impact and social embeddedness

43

Enhance our local impact and social embeddedness

• Leverage ASU as a public enterprise to strengthen Arizona’s interactive network of teaching, learning and discovery resources.

• Co-develop solutions to the critical social, technical, cultural and environmental issues facing 21st-century Arizona, ensuring sustainability and resilience.

• Meet the needs of 21st-century Universal Learners through personalized learning pathways that promote adaptability to emergent social and technological changes.

44

ASU Prep prepares K–12 learners for the next stage of life ABOR metric

17,000+

45

Learners served via 350+ national and international partnerships in FY24

No. 1

Online public high school in Arizona by Niche

No. 1

In math proficiency Highest percentage of students passing math

No. 1

College and career readiness Most points earned on state’s college and career readiness index

No. 1

College enrollment 61% one-year college enrollment rate, ahead of Connections, Arizona Virtual Academy and Primavera

Learning Enterprise has already served 1 million learners at every life stage

ASU is advancing 2,000+ partnerships, collaborating in education, industry and community sectors across 140 countries.

46

K–12

Universal Pathways

Career and professional

Global learning

28,000+

25,000+

198,000+

150,000+

K–12 learners served around the world in FY24 including ASU Prep

learners started on Universal Pathways in FY24

learners enrolled in CareerCatalyst courses in FY24

learners enrolled outside the U.S. in FY24

Design and launch ASU Health as a comprehensive cluster of teaching, learning and discovery health systems for the enhancement of social-scale health outcomes 47

Design and launch ASU Health

• Design and launch the Health Observatory at ASU. • Design and launch the School of Medicine and Advanced Medical Engineering.

• Design and launch a school to advance the future of public health technology.

• Triple current nursing production and increase our nursing research tenfold.

48

The School of Medicine and Advanced Medical Engineering is redesigning the medical school model

Technology

Clinical Training

Industry Exposure

Traditional model Traditional tools are used for learning, with minimal integration of advanced technology.

Traditional model Students follow a fixed set of clinical rotations, mainly in hospitals, with limited flexibility.

Traditional model Internships and externships are largely in clinical settings, with minimal exposure to industry partners or innovation-focused experiences.

SOMME model

SOMME model

SOMME model

The school will embed AI, VR, and simulation technologies to enhance learning, allow students to practice complex skills and provide for virtual patient interactions.

SOMME clerkships will be paired with innovation themes to prepare students for clinical practice and technology development and healthcare innovation, supporting clinical careers that intersect with technology and engineering.

Students can pursue placements with industry partners, working on projects in digital health, AI, medical technology, in addition to traditional clinical experiences.

Through deep AI-integration, the School of Medicine and Advanced Medical Engineering (SOMME) will create new health knowledge and tools, reimagine the way that knowledge is presented and interpreted and educate the first generation of AI-fluent providers to improve health outcomes for all.

49

The School of Technology for Public Health exposes students to technologies in the real world

Engineering + Technology

Public Health Training

Service

Traditional model Schools are centered around core competencies of public health, with aspects of data science and technology sometimes tacked on.

Traditional model Students take multiple different courses on traditional public health topics and may elect to take a course, workshop, or bootcamp on data science or technology.

Traditional model Students complete an applied practice experience, which usually train students to engage with public health in antiquated ways.

STPH model

STPH model

STPH model

The School of Technology for Public Health (STPH) will be the first-of-its kind to train students to be bilingual in public health and technology.

STPH will be first of its kind in the country to specifically prepare students for jobs in the emerging field of public health technology and embed technology into the DNA of an MPH program. STPH departs from traditional public health schools by reimagining what the role of public health should be in the 21st century and teaches students how to modernize and innovate public health practices to create more integrative, responsive and resilient systems.

The new Public Health Technology (PHT) Corps pairs students with cross-sector partners, like public health departments, community health centers and data companies, to advance novel projects that leverage technology to improve public health systems, processes and outcomes. This approach allows students to apply what they are learning in place-based ways and to be of immediate service to their surrounding communities.

STPH is producing work-ready public health innovators by training students to work alongside communities and cross-sector partners to co-create technologies with potential to improve health at scale.

50

Advance the world’s first Global Futures Laboratory

51

Advance the world’s first Global Futures Laboratory

52

●

Expand the role of the Global Global Futures Futures Laboratory Laboratory as as aa global global leader leader in delivering solutions to planetary-scale challenges.

●

Build capacity to address urgent planetary challenges with speed, scale, and immediate impact.

●

Design immersive learning spaces rooted in systems-thinking to empower learners to tackle complex, global challenges.

●

Partner with private-sector leaders to create createworkforces workforces that align with the demands and opportunities of a sustainable global economy.

●

Develop regional GFL hubs to amplify global reach and local impact, ensuring solutions are globally informed and locally actionable.

Julie Ann Wrigley Global Futures Laboratory is the prototype medical center for the planet

The world’s first entity dedicated to holistically reshaping our relationship with our world.

Vision A future in which life thrives on a healthy planet

Mission To design options to sustain global habitability and improve well-being for all humankind

53

* Under development

ASU is creating the capacity to prepare the thinkers and solutions we need

College of Global Futures

Comprised of five schools, including the new School for Conservation Futures, the College of Global Futures empowers learners to address the world’s most complex challenges related to sustainability, ethical innovation, complexity and our oceans.

The Center for Global Discovery and Conservation Science leads spatially explicit scientific and technological research focused on mitigating and adapting to global environmental change.

CGCDS

ASU works with industrial, municipal, agricultural, tribal and international partners to rapidly accelerate and deploy new approaches and technology for water conservation, augmentation, desalination, efficiency, infrastructure and reuse in Arizona.

BIOS houses classrooms, laboratories, dormitories and vessels that allow scientists and scholars to study the Sargasso Sea, one of the world’s most diverse open-ocean ecosystems.

Bermuda Institute for Ocean Sciences 54

Arizona Water Innovation Initiative

What’s the result?

55

ASU excellence earns recognition

56

No. 1 in U.S. and top 10 in the world for global impact Times Higher Education, 2024

57

No. 5 in Total Research Expenditures among Institutions without a Medical School National Science Foundation HERD Rankings, 2023

Member of the Association of American Universities since 2023

What’s next?

58

The democratization of higher education calls for technology-enabled design and large-scale partnerships based in the understanding that access to education is a social imperative to national success.

59

Capacities being developed to transform higher education Full Immersion

Digital Immersion -

Infinitely Scalable

•

21st century digital learning spaces

Massively Open

Learning

•

Artificial intelligence-based advising

•

•

Ubiquitous content delivery tools

•

Intelligent tutoring platform

•

Personalized learning at scale

•

Content and delivery for any life stage

•

Multi-organizational pathway mapping

•

Infinitely scalable teaching

•

Seamless integration of individualized learning across life stages

•

Lifelong intelligent tutoring

Digital Immersion

Education Through

Math and science

•

Technology to support relationships and build organizational affinity

Exploration

Mastery for all

•

“Integrated” human-tutor interface

•

•

Real time assessment developmentbased assessment

Virtual augmented reality for learning

•

Direct human cognition linkages

Multi-organizational pathway mapping

•

Conversation-based AI tutoring

•

Group learning tools

• 60

Technologies that derive value from scale

Our design enables our response under all conditions Full Immersion: Sync-enabled classrooms | Active-adaptive classrooms | Dreamscape Learn pods | Sunnybot | Financial Chatbot | Universal Library Access | Orchard Quad | Inscribe | NEO-STEM | MathSpine | ASU @ Mesa City Center

Digital Immersion: Sync Studio | Innovation Week | Gradius | PASS | Earned Admission | MyPath2ASU | PLuS Alliance | Visiting University Student Digital Immersion – Massively Open: ASU Digital Backpack | Adobe Creative Campus | Slack Faculty Innovation Hub | Inscribe | Universal Learner Courses | Upskilling | Mirabella | ASU For You | Earned Admission | ASU Prep Digital + Universal Learner

Education Through Exploration: Alien Zoo | Dreamscape Learn | Creative Commons | Work+Learn | Polar Explorer

Infinitely Scalable Learning: Pocket Portfolio | Badgr Digital Credentialing | Study Hall Partnership | Axio

Math and Science Mastery for All: Operation Math 61

Learning models will be transformed by the radical democratization of higher education

62

Faculty is a central asset of the university

Concept of “traditional student” changes

Pedagogical focus of learning-by-doing elevates students to faculty collaborators

Revenue sources diversify and include recurrent and subscription-based revenues across learner lifetimes

Boundaries between leadership and faculty provide greater flexibility

Main differentiator between universities becomes their capacity to develop and deploy educational technologies

president.asu.edu @michaelcrow facebook.com/presidentcrow

@asuprescrow youtube.com/drmichaelmcrow