3 Ways Elearning Is Disrupting the Education Industry

Whether in a formal or informal setting, the ability to conduct research and impart knowledge has always been a crucial part of human life. That led to the establishment of colleges that are now centuries-old and have grown to become institutions. Those institutions might have seemed permanent and too dominant to challenge just a year ago, but the events of 2020 have caused a seismic shift in how people live, and how we learn specifically, such that digital education is clearly going to be the dominant force in the years to come.

This represents a lot of change in the sector, from the kinds of tutors who will be able to succeed in the new model to the tools the students and their teachers will need for an efficient process. That change also represents an immense opportunity for entrepreneurs — to make a profit while making a real impact on the future of humanity.

1. Interactive media

An important aspect of elearning is the ability to use a variety of media in communicating information. While traditional education models were largely restricted to text, and in some cases, audio and video, new digital learning platforms can leverage advanced technologies such as virtual reality (VR) and augmented reality (AR) to create a more immersive learning experience that will help students understand and retain more of the information which they are taught.

It’s also particularly helpful for training, where students gain experience using complex equipment without the risk of making real-life errors. Flight training for pilots and surgery models for surgeons are two increasingly popular applications.

A recent study by showed that education is No. 4 on the list of sectors receiving the largest amount of VR-related investments, shaping the industry to be worth over $700 million by 2025. That would amount to an increase of over 500% in the next five years. As large as those numbers are, they are unsurprising when we consider that up to 97% of surveyed students stated that they would be interested in undergoing a VR educational course. The market will always go where the money is.

2. Flexibility and on-demand education

This is another primary driving factor of the elearning revolution, and it is visible in every aspect of the system. From the fact that students can attend and participate actively in class from anywhere in the world using teleconferencing software, to on-demand classes that allow students to set their own schedules and learn at their own pace, the key is to provide a learning experience that is as tailored to the needs of each student as possible.

This flexibility means that students have full control over their learning process, thus making them more likely to stick to it. Corporate organizations have also been making a push into elearning as part of their training processes. In fact, 41.7% of global Fortune 500 Companies were already using some form of digital training as far back as 2013, and that number has only continued to grow.

This flexibility also reflects in the marketing approach. While traditional institutions are more uptight and reserved, entrepreneurs in the digital learning space can be more engaging by implementing content marketing strategies to attract users, such as the Learn a Course Online course reviews section which helps online learners share their experiences with online courses to help others make the best choices.

3. Artificial intelligence

Education has traditionally been driven by the and student, progressing based on their interactions. Nowadays, advances in artificial intelligence and machine learning/neural networks have resulted in software capable of evaluating how a student is doing based on a variety of criteria and guiding them accordingly to ensure they understand what is being taught fully.

These tools use everything from how students answer quizzes to how long they spend on a page and how many times they look back at certain sections to produce personalized learning plans just for that particular student.

This level of granularity in the education system is unprecedented, giving students the ability to direct their lessons and entire learning experience with the assistance of advanced AI. When combined with the removal of time constraints and a strict curriculum, it is clear why there is such a huge interest in digital learning among teachers and students alike, and why the industry is so ripe for disruption by savvy entrepreneurs.

By: Ademola Alex Adekunbi / Entrepreneur Leadership Network Contributor Founder of Tech Law Info

Source: 3 Ways Elearning Is Disrupting the Education Industry

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What is the Future of Online Education?

Expectations From the Education Sector

Education at scale doesn’t have to suck. If you ditch conventional e-learning’s clicky gimmicks, and focus instead on science-backed design principles and powerful human stories, your training will shift from tedious to transformative. Dr. Aaron Barth, thought-leader and president of Dialectic, gives progressive leaders the confidence they need to tackle their hardest people problems using scientific methods. Rooted in education, Dr. Barth founded Dialectic after completing his Ph.D. in Philosophy at Western University, keen on fusing theory with application.
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Why Learner Centered Education Is The Key To Meaningful School Improvement

Effective educators have long known that one-size-fits all approaches to teaching and learning are insufficient. Through extraordinary effort, they have figured out ways to differentiate and personalize learning for their students. They have done so despite an industrial-era education paradigm that makes it very difficult to do so. Over time, some of their efforts were named, systematized, and scaled.

Today, building on these approaches, some believe (count us among them) that a shift to an entirely new education paradigm is within reach. Harnessing new technologies, aided by advancements in transportation and communication, and required in order to adequately respond to deep and disruptive social, economic, environmental, and political forces, we envision a fundamental shift in how learners experience their education.

Specifically, we envision moving from a school-centric, industrial-age model akin to factories and assembly lines, to a learner-centric, networked-age model characterized by lateral connections and flexibility. In short, we envision learner-centered education. But what does the movement towards learner-centered education mean for the many methods for designing learning and differentiating support to students developed in recent decades?

In this piece, we identify some of the most-broadly adopted methods developed by educators to differentiate support, improve learning design, and meet the individual needs of learners. They include Response to Intervention (RTI), Positive-Behavior Intervention Systems (PBIS), Universal Design for Learning (UDL), and Multi-Tiered System of Support (MTSS). Then, we seek to compare learner-centered education to these approaches, exploring the implications for each. Ultimately, we will make the following arguments:

  1. Learner-centered education is about a paradigm shift, not a specific methodology.
  2. Learner-centered education requires learning design that is flexible and adaptive, similar to or expanding upon the principles of UDL.
  3. Learner-centered education may include specific methodologies for differentiating support (e.g. RtI or PBIS), but it is more likely to extend and/or replace them.
  4. Learner-centered education is additive to and inherently strengthens existing systems-level approaches such as MTSS.
  5. Learner-centered education is fundamentally adaptive and outcomes-focused (rather than technical and process-focused).

All of the approaches we name above recognize the same problem. The current industrial model for teaching and learning was designed based on an assembly line metaphor, expecting students to move through school in the same amount of time with more or less the same amount of support regardless of where they enter, unique challenges they may be facing, or strengths they may bring.

Within this rigid system, educators have sought ways to differentiate support. Over time, some of the techniques educators developed to provide each student the support they need have been built upon to create school and systems-level approaches. Tiered systems of support and intervention such as Response to Intervention (RtI) and Positive Behavioral Interventions and Supports (PBIS) were developed to introduce achievable levels of differentiated support (e.g. 3 tiers) within the constraints of the industrial paradigm.

  • Response to Intervention is a multi-tier approach and framework for instruction that screens all students for learning needs, and then provides progressive levels of intervention to students on an as needed basis. Interventions scale-up in the level of intensity such as supplemental instruction within the large group (typically Tier 1), targeted small group instruction (Tier 2), and individualized, intensive instruction aimed at skill deficits (Tier 3), though tier definitions and strategies differ by school. In practice, RtI models may call for individualized interventions (problem-solving models) or preselected interventions (standard protocol models). The three essential components are tired instruction and intervention, ongoing student assessment, and family involvement. RtI originated from the goal of proactively identifying and providing special education interventions to students before they fall too far behind.
  • Positive Behavioral Interventions and Supports is also a three-tier approach and framework but focused on student behavior and social-emotional development. The goal of PBIS is to proactively promote positive behavior. Similar to RtI, PBIS typically scales interventions starting with universal and proactive routines and support provided to the full classroom or school (Tier 1), then targeted behavior support (Tier 2), and lastly individualized, intensive support (Tier 3).

Recent innovations with tiered systems of support by organizations such as Turnaround for Children expand these models to include an understanding of trauma and adversity as well as taking into account how to adjust for hybrid and remote learning options.

These systems were developed based on a recognition that all students are capable of reaching similar outcomes, but require different amounts of time and support to get there. They were helpful steps towards providing each student with different amounts of time, support, and attention based on their needs. They have positively impacted tens of thousands of students in achieving desired standards however this often comes at the cost of removing students from their peers and narrowing the curriculum and will continue in such a manner as long as the traditional paradigm exists.

At the same time that these methodologies proliferated for differentiating and targeting support by pulling students out, complementary methodologies were developed for designing learning in a way that was flexible enough to meet the needs of learners with different motivations, interests, (dis)abilities, and needs. One example is Universal Design for Learning (UDL). UDL is an approach and framework for designing instruction and learning environments that are accessible to all students.

UDL emphasizes providing flexibility in how students access content (e.g., visual, audio, hands-on) engage with it, and demonstrate knowledge or mastery. The goal is to remove barriers to learning. UDL is rooted in the premise that while accommodations and flexibility are necessary to ensure learning accessibility for some individuals, they in fact benefit all individuals (sometimes in unforeseen ways) and therefore should always be in play.

More recently, attempts have been made to create overarching systems that build on and integrate these into an overall coherent framework for systems change. One example that has gained widespread interest and adoption is Multi-Tiered System of Support (MTSS). MTSS is a framework for meeting the academic, social, and emotional needs of students. It builds upon and may include data-driven, tiered intervention strategies such as RtI and PBIS as part of the approach.

However whereas RtI primarily focuses on academic learning and PBIS focuses on behavior and social/emotional development, MTSS aims to bring a more comprehensive lens and integrated approach to meeting the needs of learners. Moreover, MTSS is often described as a system-level approach with implications for aligned leadership, resource allocation, professional development and more.

This now brings us to the term that is at the center of our inquiry: learner-centered education. Like MTSS, learner-centered education has been growing in popularity. Learner-centered attempts to define an alternative to the industrial-era education model itself. The graphic below, borrowed from Education Reimagined, makes this clear.

Learner-centered education is about a paradigm shift, not a specific intervention methodology. It pushes education leaders to critically consider the purpose of school and to re-envision how the complete education ecosystem prepares students for the future. Learner-centered education demands that we move away from the traditional industrial model towards a transformative one that designs learning in response to the diverse needs of students.

This future-oriented paradigm requires a new set of student outcomes and aligned success metrics as part of its vision, whereas most of the above can function within the traditional set of outcome metrics. Lastly, learner-centered education goes beyond schools as the unit of change. Instead, it looks at the needs and goals of the individual learner and macroscopically at opportunities for learning within an education ecosystem.

Read More……

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Source: Why Learner-Centered Education is the Key to Meaningful School Improvement | Getting Smart

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This 31-Year-Old’s Company Rocketed To A $1 Billion Valuation Helping Workers Get Degrees

Its 9 a.m. two days before Thanksgiving, and Walmart executives are dragging their suitcases around a windowless Arkansas office building in search of a large conference room. They settle on an interior lunchroom with dull gray carpet, claiming one side of a long table in the corner and gesturing for their guests to sit opposite them.

Ellie Bertani, Walmart’s director of workforce strategy, says she’s struggling to find qualified people to staff the company’s expanding network of 5,000 pharmacies and 3,400 vision centers. Her fellow Walmart execs are silent, but Rachel Romer Carlson, 31, cofounder and CEO of Guild Education, sees her opening. Without hesitation she says her team can work with Walmart and find a solution fast. “You guys and us,” she says, “let’s do it!”

Carlson flew to Bentonville from Guild’s Denver headquarters the day before. Dressed in a sensible navy blazer and black slacks, she’s hardly bothered with makeup. Since 7:30 that morning she’s been huddling with teams of Walmart brass, going over options to train workers for those new jobs. They range from a one-year pharmacy technician certificate program offered by a for-profit online outfit called Penn Foster to an online bachelor’s degree in healthcare administration at nonprofit Southern New Hampshire University.

Carlson’s groundbreaking idea when she launched Guild four years ago: help companies offer education benefits that employees will actually use. Many big employers will pay for their workers to go to school (it’s a tax break), but hardly any workers take advantage of the opportunity. Applying and signing up for courses can be cumbersome, and in most instances employees have to front the tuition and wait to be reimbursed.

Meanwhile, many colleges are desperate for students because they have small—or nonexistent—endowments and are financially dependent on tuition. Many nonselective online programs spend more than $3,000 to attract each new student. Carlson charges schools a finder’s fee (she won’t say how much) for the students she delivers from her corporate partners.

So far Guild has signed up more than 20 companies, including Disney and Taco Bell. Guild gets paid only if students complete their coursework, so a full 150 of the company’s 415 staffers serve as coaches who help employees apply to degree programs and plan how to balance their studies with work and family.

When a company like Walmart requests a customized training course, Guild solicits proposals from as many as 100 education providers (nearly all of them online) and recommends the programs it deems best. It also negotiates tuition discounts and facilitates direct payments between employers and schools, a big plus for workers who would otherwise have to wait months to be reimbursed.

Carlson, an alumna of the 2017 Forbes 30 Under 30 list and a judge on the 2020 list, says she has already channeled more than $100 million in tuition benefits to workers this year alone. Forbes estimates 2019 revenue will top $50 million, and Guild investor Byron Deeter of Bessemer Venture Partners predicts 2020 revenue of more than $100 million.

In mid-November Carlson closed her fifth round of financing, led by General Catalyst, bringing her total money raised to $228 million at a $1 billion valuation. In the sleepy, well-intentioned world of edtech, Guild is one of only a few startups whose values have soared, says Daniel Pianko, a New York-based edtech investor with no stake in the company.

“I can see a path for Guild to be a $100 billion company,” says Paul Freedman, CEO of San Francisco venture firm Entangled Group, who has known Carlson since she was in business school and was one of Guild’s earliest ­investors.

When asked to detail Guild’s inner workings, like its strategy for soliciting custom courses, Carlson eschews specifics and delivers what sounds like a political stump speech: “The economy’s moving so fast,” she says. “We can’t let higher education dictate the skills and competencies that we need five to ten years from now.”

There’s a reason she talks this way. Her grandfather Roy Romer was a three-term (1987–1999) Democratic governor of Colorado before spending six years as superintendent of Los Angeles’ public schools. Carlson started riding along on his campaign bus when she was 6 years old; occasionally she would even speak at his rallies. When her father, Chris Romer, a former Colorado state senator, ran unsuccessfully for mayor of Denver in 2011, she served as his finance director. (“The loss was devastating,” she says.)

                            

Along with politics, the Romers were committed to increasing access to education, especially for working adults. Roy Romer helped start Salt Lake City-based Western Governors University, a pioneer in online adult education. In the wake of Chris Romer’s mayoral bid, in 2011, he cofounded American Honors, a for-profit company that offered honors courses at community colleges (the company struggled, and the brand is now owned by Wellspring International, a student recruitment firm).

After graduating from Stanford undergrad and working briefly in the Obama White House, Carlson launched her first venture, Student Blueprint, while getting her M.B.A. (also at Stanford) in 2014. Student Blueprint sought to use technology to match community college students with jobs.

It was a noble idea, but she decided to finish school and sold the software she had developed to Paul Freedman’s Entangled Group in 2014 for a negligible sum. In 2015, after she wrapped up her M.B.A., she pitched the idea for Guild to one of her professors, Michael Dearing, and to seed investor Aileen Lee, of Cowboy Ventures, raising $2 million.

                          

After relocating to her home turf in Denver, she landed her first major corporate partner in the summer of 2016 when she sent a LinkedIn message to a Chipotle benefits manager that played up the fast-food chain’s “strong Denver roots and social mission.”

With help from Guild, Chipotle’s $12-an-hour burrito rollers are now pursuing online bachelor’s degrees from Bellevue University in Nebraska or taking computer security courses at Wilmington University in Delaware. In October 2019, Carlson persuaded Chipotle to lift its cap on tuition benefits above the $5,250 the IRS allows companies to write off.

Guild’s biggest competitor is a division of ­Watertown, Massachusetts-based ­publicly traded daycare provider Bright Horizons, which has offered tuition benefit services since 2009. It works with 210 companies including Home Depot and Goldman Sachs. Under Bright Horizons’ system, the companies—not the colleges—pay. Much of the genius of Guild’s business model is that it correctly aligns incentives: The colleges are the most ­financially motivated party, so they foot the bill. ­Another ­competitor, Los Angeles-based InStride, launched in 2019 with funding from Arizona State University, and like Bright Horizons it charges the corporations.

“I see our competition as the status quo,” Carlson says. “Classically, employers have offered tuition-reimbursement programs, but no one is using those programs.”

The nonprofit Indianapolis-based Lumina Foundation has done five case studies showing returns on investment as high as 140% for companies that offer tuition-reimbursement programs. “We saw powerful impacts on retention,” says Lumina’s strategy director, Haley Glover.

“Walmart and Amazon are in a death struggle,” proclaims Joseph Fuller, a professor at Harvard Business School. “If a Walmart worker can say, ‘I got an education that allowed me to get promoted,’ they’re going to be someone who speaks generously about Walmart and they are more likely be a Walmart shopper.”

Like a good politician, Carlson is working to please everyone. “We found a win-win,” she says, “where we can help companies align their objectives with helping their employees achieve their goals.”

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As an associate editor at Forbes, I cover young entrepreneurs and edit the 30 Under 30 lists. I’m particularly interested in companies finding unique ways to make our world more sustainable. I previously wrote for The American Lawyer, Corporate Counsel and the Weekend Argus in Cape Town, South Africa. I graduated from Northwestern University where I studied Journalism, Environmental Policy and Political Science. Follow me on Twitter @AlexandraNWil.

Source: Class Act: This 31-Year-Old’s Company Rocketed To A $1 Billion Valuation Helping Workers Get Degrees

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Bertani says Walmart is using technology to increase productivity and help workers focus on customer service.
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