MichaelHorn Disrupting Class

8/13/2019 MichaelHorn Disrupting Class

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Copyright Clayton M. Christensen

Disrupting Class:How Disruptive Innovation Will Change

the Way the World Learns

Michael B. Horn

February 27, [email protected]


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Clayton M. Christensen2

Understanding how users experience life

Key reason why students motivation is weak isthat schools are improperly integrated:Instruction is typically uncoupled from

activities in which students can feel success

What jobs arestudents trying todo?

Be successful/progressHave fun withfriends


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Sustaining and Disruptive Innovations

Performance

Time

Performancethatcusto

mers

canutilizeorabsorb

Paceof

Techno

logical

Progres

s

Sustainingin

novatio

ns

Incumbents nearly always win


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Disruptive Innovations create asymmetric competition

Non-c

onsum

ersor

Non-

consumin

g

occasions

Differentmeasu

re

OfPer

forman

ce

Time

DisruptiveIn

nov

ations:

Competingag

ainst

non-consump

tion

Performance

Time

Sustaining

innovatio

ns

Incumbents nearly always win

60% on$500,000

45% on$250,000

40%on $2,000

20%

Performancethatcusto

mers

canutilizeorabsorb

Entrants nearly always win

Paceofp

erforma

nce

improvem

ent


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Disruption in business models has been the dominant

historical mechanism for making things more affordable and

accessible

Today

Toyota

Wal-Mart

Dell

Southwest Airlines Fidelity

Canon

Microsoft

Oracle

Cingular

Community colleges

Apple iPod

Yesterday

Ford

Dept. Stores

Digital Eqpt.

Delta JP Morgan

Xerox

IBM

Cullinet

AT&T

State universities

Sony DiskMan


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Disruption of Toyota

6Copyright Innosight Institute, Inc.


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Disruption in business models has been the dominant

historical mechanism for making things more affordable and

accessible

Today

Toyota

Wal-Mart

Dell

Southwest Airlines Fidelity

Canon

Microsoft

Oracle

Cingular

Community colleges

Apple iPod

Yesterday

Ford

Dept. Stores

Digital Eqpt.

Delta JP Morgan

Xerox

IBM

Cullinet

AT&T

State universities

Sony DiskMan

Tomorrow

Chery

Internet retail

RIM Blackberry

Air taxis ETFs

Zink

Linux

Salesforce.com

Skype

Online universities

Cell Phones


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Copyright Clayton M. Christensen 11Non-

consum

ersor

Non-

consumin

g

occasion

s

Differentmeasure

OfPer

formance

Time

Performance

Time

Pocket radios

Portable TVs

Hearing aids

Tabletop Radios,Floor-standing

TVs

Path taken byvacuum tubemanufacturers

Expensive failure results when disruption is framed in

technological rather than business model terms


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Proprietary,interdependentarchitectures:

Microsoft Windows;

Apple products

Different Systems

Architectures

02/14/10 Copyright Clayton M. Christensen 5

Modular, open

architectures

Linux; Dell PCs

Customization isvery expensive

Customization isstraightforward


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10

Copyright Innosight Institute, Inc.

We all learn differently Multiple intelligences

- Linguistic, Mathematical, Kinesthetic

Motivations/interests

Learning Styles- Visual, aural, playful, deliberate

Depends on subject/domain

Research in practice

- Scientific Learning

- CAST/Universal Design for Learning

- K12, Inc.

- All Kinds of Minds

- Renzulli Learning

Talents

- Giftedness is fluid

Aptitudes

Different paces- Fast, medium, slow

Ongoing neuroscience

research

- fMRI scans


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11Copyright Clayton M. Christensen

Conflicting mandates in the way we must teach

vs.

The way students must learn

Need for customization for

differences in how we learn

Standardization!! L

earningStyles

PacesofLearning

MultipleIntelligences

Interdependencies in the

teaching infrastructure

Temporal

Lateral

Physical

HierarchicalCustomization!!


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Historically, most schools have crammed computer-

based learning into the blue space

Non-

consum

ersor

Non-

consum

ing

occa

sions

Differentmeasu

re

OfPer

forman

ce

Time

Performance

Time

Corecurriculum

Path taken by

most schools,foundations and

education softwarecompanies


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Copyright Innosight Institute, Inc. 14

Prime examples of non-consumption

Looming budget cuts and teacher shortages are an opportunity,

not a threat


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School boards have been moving up-market to focus limited

resources in the new trajectory of improvement

Time

Importance

ofprogram

Time

German

Statistics

Psychology

Economics

Math

Science

Englishlanguage&literature


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Perfect opportunity to implement online learning disruptively

Non

-consu

merso

rNon-

consu

ming

occasions

Time

Computer-bas

edlearning:

Competeagai

nstnon-

consumption

Politicalimportance

ofprogram

Time

German

Statistics

Psychology

Economics

Englishlanguage&literature

Science

Math


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The substitution of one thing for another

always follows an S-curve pattern

% new

% new% old

.001

.0001

.01

0.1

1.0

10.0

09 11070503 13 15


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Online learning gaining adoption

Enrollments up from 45,000 in 2000 to 1,000,000 in 2007


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What are public schools doing?

46 states have some form of online learninginitiative

27 states have supplemental state-ledprograms

FLVS, Idaho Digital Learning Academy, MVU

At least 7 have 10K+ enrollments

Districts increasingly getting into the game

Serving nonconsumers: drop-out recovery, creditrecovery, advanced courses, home-schoolers

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Predictably improving

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Disrupting Class:How Disruptive Innovation Will Change

the Way the World Learns

Michael B. Horn

February 27, [email protected]


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Copyright Clayton M. Christensen 7

Centralizationfollowed by decentralization: Computing


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Copyright Clayton M. Christensen 8

The decentralization that follows centralization

is only beginning in education


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Practical implications Autonomous

Self-sustaining funding

Not beholden by the old metrics

Seat time!Mastery/Performance-based

Student: teacher ratio

Teacher certification

Human resources pipeline and professionaldevelopment

Broadband/wireless infrastructure

Portal/Based on usage and what works

Treatment and use of data


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PROCESSES:

Ways of working together to

address recurrent tasks in a

consistent way: training,

development, manufacturing,

budgeting, planning, etc.

Why does an organizational model lock us in?

REVENUE FORMULA:

Assets & fixed cost structure,

and the margins & velocity

required to cover them

THE VALUE PROPOSITION:

A product that helps

customers do more effectively,

conveniently & affordably a

job theyve been trying to do

RESOURCES:

People, technology, products,

facilities, equipment, brands,

and cash that are required to

deliver this value proposition

to the targeted customers


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PROCESSES:

Ways of working together to

address recurrent tasks in a

consistent way: training,

development, manufacturing,

budgeting, planning, etc.

PROFIT FORMULA:

Assets & fixed cost structure,

and the margins & velocity

required to cover them

THE VALUE PROPOSITION:

A product that helps

customers do more effectively,

conveniently & affordably a

job theyve been trying to do

RESOURCES:

People, technology, products,

facilities, equipment, brands,

and cash that are required to

deliver this value proposition

to the targeted customersBusiness units dont evolve.

Corporations do.


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When launching disruptions, autonomy is key

Improve performance of each

component

Levelofchan

ge

VP VP VP VP

Autonomous

VP VP VP VP

Heavyweight

VP VP VP VP

Lightweight

VP VP VP VP

Functional

Product architecture: What are

the components, and which onesinterface with others?

Organizational modelin which

product is used

Change the specifications for

how components must fit

together


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ManufacturingFood servicesMedical proceduresInstructionTextbooks; educationsoftware today

Value-adding

process

businesses

TelecommInsuranceEBayD-LifeEducation softwaretomorrow

Facilitated-

network

businesses

Transforming the content model


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Copyright Clayton M. ChristensenNon-con

sumers

orNon-

consu

ming

occasio

ns

Differentmeasure

OfPer

formance

Time

Performance

Time

Path taken byEducational

softwaredevelopers

The instructional materials business historically has been a

value-adding process business


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Stages in instructional disruption

Different

measure

OfPerformance

Performance

Teacher-l

edcourses

Differentmeasure

OfPer

formance

Onlinecou

rses

Tutoring

tools

Little

Extensive

Degree

ofc

ustomiza

tion

Teacher-led

monolithic instruction

Online learning

Student-centric learning

facilitated user networks

St d t t i ft ill b


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Student-centric software will be a

facilitated-network business

Non-con

sumers

orNon-

consu

ming

occasio

ns

Differentmeasure

OfPer

formance

Time

Performance

Modules

Custom classes

Tutoring

Facilitated Network: parents,

teachers, students, entrepreneurs


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Assessment in todays monolithic system

Deliver content to students Testing & assessment Progress to next grade, subject,

or body of material

Receive results


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Copyright Clayton M. ChristensenCopyright Clayton M. Christensen

How should assessment work?

Deliver content to students Testing & assessment

Progress to next grade, subject,or body of material

Receive real-time

interactive feedback


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33Copyright Clayton M. Christensen

When education is not delivered in an

intrinsically motivating way,prosperity is an enemy to education

Why do we need to innovate?


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A case study of successful innovation in education:

The Florida Virtual School

Start small

Break the mold grant for $200K

What should it look like?

Unconstrained by old assumptions; what can we do with

this new medium? What is true in this world?

Experiment and learn from failure

Puzzle: who will want to use this?


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Key policies emerge Autonomous organization

Established in 2000 as independent educational entity

New value proposition

Freedom to create its rules and procedures and enter into

agreements with providers, hold patents, etc. as need beto fulfill its mission

Funding

Initially a line-item allocation

In 2003, self-sustaining model established

FL funding formula

Seat time!Mastery

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FLVS growth

0

50,000

100,000

150,000

200,000

1997

-98

1998

-99

1999

-200

0

2000

-01

2001

-02

2002

-03

2003

-04

2004

-05

2005

-06

2006

-07

2007

-08

2008

-09

FLVSEnrollments

MichaelHorn Disrupting Class

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