Many institutions go through a regular process of technology acquisition: identify a tactical goal – improve retention rates, for example – and then select a solution that supports efforts to meet that goal. This process aims at an immediate need. Recently, however, we see an increasing number of leaders pivot away from this approach to something more aspirational, such as whether a given solution helps foster institution-wide innovation or delivers a rounded, vibrant student experience.
Underlying this difference is the realization that the acquisition of educational technology is much different than the addition of personal technology – it should be less about whether it helps solve X or Y and more about whether it helps the institution become X or Y. Leaders at the University of North Carolina and The Ohio State University, for example, have put in place guidelines to better manage the entire educational technology ecosystem. These guidelines - sometimes called “design principles" - live between the technology and the institution's strategic goals and helps to keep the two aligned.
How might this work? Well, an institution might aim to become a world-class research center and one that provides a distinctive student experience. To support this, it may then decide that the fundamental design principles for supporting educational technology are agility and interoperability – and ensure coherent working relationships across the organization. These principles, along with the features of a given piece of technology, then shape the process of technology acquisition.
In our work, we often hear institutions call out three other critical design principles:
- Maintainability: Whether the solution can be adapted or reused to meet more than one need.
- Compatibility: Whether the solution can share information with other solutions such that users can benefit.
- Efficiency: Whether the solution drives cost and time savings.