Gartner：2022年高等教育頂級(jí)技術(shù)趨勢(shì)報(bào)告

1、Gartner發(fā)布了2022年高等教育頂級(jí)技術(shù)趨勢(shì)報(bào)告。本研究主要探討了 2022年影響全球高等教育的關(guān)鍵技術(shù)趨勢(shì)。首席信息 官們?cè)絹?lái)越關(guān)注如何利用技術(shù)優(yōu)化運(yùn)營(yíng)模式，而新技術(shù)正在幫助他們實(shí)現(xiàn) 這一點(diǎn)。同時(shí)，他們也開(kāi)始探究如何通過(guò)技術(shù)來(lái)增強(qiáng)企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)以及將 技術(shù)應(yīng)用于新興商業(yè)模式中，提供新型的學(xué)習(xí)環(huán)境，并改善學(xué)生的體驗(yàn)。 要想當(dāng)前充滿挑戰(zhàn)和不斷變化的環(huán)境中茁壯成長(zhǎng)，機(jī)構(gòu)必須在提高利益相 關(guān)者經(jīng)驗(yàn)的同時(shí)變得更具創(chuàng)新性。而技術(shù)往往是創(chuàng)新最重要的驅(qū)動(dòng)力量。零信任平安、機(jī)器人過(guò)程自動(dòng)化(RPA)和低代碼應(yīng)用程序的使用率提升等 趨勢(shì)將對(duì)高等教育產(chǎn)生廣泛影響。而專業(yè)會(huì)議工具，繼續(xù)教育和勞動(dòng)力發(fā) 展平臺(tái)等其

2、他的趨勢(shì)可能會(huì)受到更多限制。和2021年一樣，2022年榜單 中的許多趨勢(shì)都是新的，與2021年之前的年份相比有所突破。考慮到 2020年和2021年發(fā)生的動(dòng)亂事件，以及這些事件帶來(lái)的挑戰(zhàn)和變化，這 并不令人驚訝。這些技術(shù)趨勢(shì)，以及2022年影響高等教育的頂級(jí)商業(yè)趨勢(shì)報(bào)告中的 商業(yè)趨勢(shì)，可以分為三類：商業(yè)模式：許多高等教育機(jī)構(gòu)正被敦促檢查，并可能調(diào)整或改變其商業(yè) 模式以應(yīng)對(duì)運(yùn)營(yíng)環(huán)境中的挑戰(zhàn)。商業(yè)模式的改變通常需要新技術(shù)的支持， 例如繼續(xù)教育和勞動(dòng)力開(kāi)展平臺(tái)可以頒發(fā)新型線上證書(shū)。學(xué)習(xí)環(huán)境和學(xué)生體驗(yàn)：許多技術(shù)趨勢(shì)可以提供新的學(xué)習(xí)環(huán)境，改善學(xué)生 體驗(yàn)。新的課堂技術(shù)、專業(yè)網(wǎng)絡(luò)會(huì)議平臺(tái)和輔導(dǎo)平臺(tái)都以更吸

3、引學(xué)生、更 令人滿意的方式促進(jìn)學(xué)習(xí)。運(yùn)營(yíng)模式：在當(dāng)前環(huán)境下，首席信息官面臨著諸多挑戰(zhàn)，例如資金和人 員短缺，以及極其惡劣的平安和風(fēng)險(xiǎn)環(huán)境。而零風(fēng)險(xiǎn)平安、RPA和低代碼 應(yīng)用等技術(shù)趨勢(shì)使首席信息官能夠更有效地應(yīng)對(duì)這些挑戰(zhàn)。GartnerMuch of this new spending on classroom technology was funded by one-time money related to the COVID-19 pandemic. Classroom technology typically requires maintenance where costs averag

4、e around 20% of the initial outlay per year. 5 The new investments will require ongoing funding, which has often not been allocated by colleges or universities.Many of the new classroom designs place large burdens on instructors as they try to manage students in two locations simultaneously, as well

5、 as the additional equipment. Some institutions have ameliorated this by assigning classroom assistants to each class. This has the potential to substantially increase classroom costs. 6As normalcy returns, there are additional questions about whether instructors will choose to keep teaching in remo

6、te synchronous or hyflex modes, as they can be difficult to do well. This may mean that the equipment in some of these classrooms will not be fully utilized.Actions:Retain balance in your classroom technology portfolio and keep classroom technology budgets sustainable by not overinvesting in synchro

7、nous capable rooms. In the medium term, most institutions are likely only to need a few of these rooms per academic building. Temporary needs could be addressed by mobile or portable solutions.Ensure that active learning and participation by all participants is fully captured by paying close attenti

8、on to audio quality as you build out new classroom configurations. This is especially true for learning spaces that will support synchronous remote instruction.Seek ways to reduce the cognitive load on instructors using newly equipped classrooms by standardizing equipment as much as possible.Special

9、ized Web-Conferencing ToolsBack to topAnalysis by Tony Sheehan and Glenda MorganDescription:Gartnei;lnc. IG00763121Page 8 of 23心三十度匠GartnerFollowing the initial pandemic-induced pivot to online teaching for learning continuity, levels of student engagement were recognized as undermining teaching and

10、 learning quality. In response, institutional use of established web-conferencing solutions has expanded, but higher education has also seen an influx of specialized web-conferencing solutions with sector-specific features to support more collaborative synchronous teaching.Why Trending:Higher educat

11、ion needs for synchronous hybrid and online teaching have created strong demands for technologies to enhance screen sharing, live lectures, whiteboarding, discussion, polls and group activities.Synchronous, fully web-based teaching has the potential to be more effective than dual mode or hybrid teac

12、hing. Visibility, interactivity and breakout rooms can be easier to deliver with less facilitation and technical support. 7Institutions have leveraged both the technologies available within their LMS ecosystem and also explored specialist web-conferencing platforms such as Webex and workplace collab

13、oration tools such as Microsoft Teams and Zoom.Demands for sector-targeted functionality (such as grading, group management and assessment to support learning) have led to the development of education-specific features across many platforms. However, specialist web-conferencing platforms geared to e

14、ducation, such as Class Technologies and Engageli, have also emerged. These are being heavily marketed and have attracted significant levels of investment over the past year. 8Individual preferences and social norms within web-conferencing environments are still evolving. The large volume of visual

15、cues and distractions can reduce effectiveness, and any misalignment of image and voice can also undermine effectiveness. 9Implications:The pandemic has helped web conferencing to evolve from an occasionally used tool to a key enabler of the education experience. Multiple platforms are now available

16、 with similar integrations to core systems such as the LMS, and with similar ability to, for example, share screens, poll learners, and launch and manage breakout rooms.Gartnec Inc. | G00763121Page 9 of 23戈三個(gè)皮匠GartnerNew platforms designed for education may offer additional functionality. In particu

17、lar, this includes visualization (such as table seating arrangements) and management of activities and content in breakout rooms. The ability of faculty to fully leverage such features, however, remains variable. Not all faculty are yet embracing core functionality of online learning design and web

18、conferencing, let alone demanding more.There are risks in assuming a novel technology can compensate for weaknesses in pedagogy and learning design. Evaluation of teaching needs and evolving student experiences should define product selection in the near term.Reliance on exclusively synchronous clas

19、sroom delivery must also be questioned. Designing classes with a balance of synchronous and asynchronous elements may both enhance student engagement and allow a broader range of technologies to be successfully leveraged.Although specialist education players will continue to build features (like str

20、eamlining breakout room activities), the parallel evolution of mainstream webconferencing vendors may well provide sufficient functionality for faculty in the near term. Major vendors provide the additional advantage of familiarizing students with tools that will be used in the workplace, rather tha

21、n relevant purely within education.Actions:Avoid technology-push adoption of web-conferencing solutions by evaluating learner needs, faculty teaching preferences and the effectiveness of current systems as part of wider blended learning strategy review.Encourage better teaching practice by consolida

22、ting web conferencing systems and cultivating a faculty community of practice to share lessons learned and good practices.Ensure all students are able to learn from web-conferencing sessions by providing recordings of sessions by default within the learning management system.Further Reading:Hype Cyc

23、le for Higher Education, 2021Blended Course PlaybookGartneclnc. IG00763121Page 10 of 23,七三個(gè)皮匠Gartnei:Tutoring SolutionsBack to topAnalysis by Saher MahmoodDescription:Tutoring solutions are online marketplaces where learners can seek one-onone or group tutoring from private tutors from around the gl

24、obe, to meet and supplement their learning requirements.Why Trending:Tutoring software has been around for more than a decade, but the demand is surging post-COVID-19. Instructional continuity was different for different institutions and spiked the demand for online tutoring to close gaps in learnin

25、g. The demand continues to grow as comfort with digital technology increases.Tutoring can be available on-demand or scheduled, and offers flexibility to be consumed live, asynchronous as recorded lectures across time zones or as written responses to specific questions. Payment is usually on a per-us

26、e basis or via a subscription model.Most platforms cover K-12 (Vedantu) or higher education ( Chegg) subject needs, especially for standardized examinations with many like Brainfuse, Smarthinking and TutorMe covering both.Science, technology, engineering and math (STEM) and languages are the most po

27、pular subjects, followed by tutoring on standardized examinations. Many providers also offer professional certification courses and/or short capsule courses, expanding their audience beyond students to the corporate workforce and general public. 10Government support for digital infrastructure includ

28、ing bandwidth and devices has facilitated increased access to such portals, especially in developing countries. Asia/Pacific (APAC) is the fastest growing market, with China and India leading in consumption. 11Pagel 1 of 23Pagel 1 of 23Gartner; Inc. | G00763121戈;,三個(gè)反匠GartnerIncreased access via mobi

29、le devices coupled with vernacular and self-paced support in remote areas has made them a favorable supplement to formal education, particularly in developing countries, many of which faced challenges in pivoting to online education. 12Data suggests that the online tutoring market is expected to gro

30、w by over $153 billion at a compound annual growth rate (CAGR) of 16% between 2020 and 2025. 12 The market has an equal mix of large global providers such as Tutor and Wyzant, as well as smaller, regional providers such as RareJob, which specializes in the Japanese market. 13Implications:The one-to-

31、one instruction means students learn in ways tailored to their personal pace and requirements. This potentially addresses post-COVID-19 concerns around learning loss?114The popularity of online tutoring can be seen in growing partnerships. Platforms like TutorMe have partnered with universities, (of

32、ten with direct integration with LMSs), libraries and course providers. 15,16 The additional insights and data that can be gleaned from learner activity and responses on these platforms is positioned as an advantage that educators can seek through these partnerships.As solutions mature, we are begin

33、ning to see the use of artificial intelligence (Al) to supplement personal tutoring to reduce wait time and suboptimal user experience. A good example is doubt resolution products, which address common student queries without human intervention. 17Amid general concerns around increased potential for

34、 cheating with the switch to online, many tutoring solutions that offer the option of time-bound written response to questions have come under scrutiny for breaching the fine line between tutoring and cheating.Many people, worldwide, took to online tutoring jobs as supplemental income. For example,

35、those with strong advantage in a language or location (such as English speakers in the Philippines) cashed in on the increased demand from students and professionals in other regions (like China, and Japan) amid the lockdown. 13Actions:Page 12 of 23Gartner; Inc. | G00763121戈三個(gè)皮匠Gartnei:Prepare for f

36、uture adoption of tutoring solutions at your institution by exploring the market, and identifying the major vendors partnering with institutions, their licensing models and technology requirements. Work with academic leaders to run focused pilots with a solution to get a clear understanding of benef

37、its and implications. Establish a clear understanding of the quality and volume of learning data that can be accessed through such partnerships by discussing frequency, formats and requisite integrations.Operating ModelsZero Trust SecurityBack to topAnalysis by Bob Yanckello, Charlie Winckless, Neil

38、 MacDonaldDescription:Gartner has adapted the National Institute of Standards and Technology (NIST) definition of zeo trusf to the following, ,rZero trust is a security paradigm that replaces implicit trust with continuously assessed, explicit risk and trust levels based on identity and context supp

39、orted by security infrastructure that adapts to risk-optimize the organizations security posture/11 8Why Trending:When institutions moved to primarily online learning and remote work as a necessary response to the pandemic, they extended their trusted network via VPN and became easy targets for atta

40、ckers. In most instances, university networks were not designed for such scale or the support of such a modern business model. They were unable to defend against attacks found in environments where both users and data may be outside of any physical office or network perimeter. 19Gartner inquiries on

41、 this topic of zero trust network access (ZTNA) have grown 127% in the first four months of 2021, as compared with the same period in 2020. 2 0From 14 August 2021 to 12 September 2021, educational organizations were the target of over 5.8 million malware attacks, or 63% of all such attacks.21Zero tr

42、ust principles can better position institutions to secure sensitive data, systems and services across increasingly dispersed and complex enterprise environments. 22Gartneclnc. IG00763121Page 13 of 23七三個(gè)皮匠Gartnei:Implications:The fundamental purpose of zero trust is to understand and control how user

43、s, processes and devices engage with data; as zero trust principles will increase the resiliency against cyberattacks. This means that the likelihood of a business-impacting event (such as ransomware or a data compromise) can be reduced, with an associated reduction in risk to the institution.Identi

44、ty is a critical aspect of any good zero trust model. Leveraging context and identity contextual identity) as the foundation for access decisions is a key factor for ensuring granular access policy enforcement based on user context and data sensitivity. This helps to limit the impact any security in

45、cident can have on an organization. 23The future of higher education will be hybrid, so a modern learning and working environment has to be flexible and adaptive. It must support remote learning, remote workers, remote data (such as infrastructure as a service laaS) and remote applications (such as

46、SaaS). The architecture should restrict access to the minimum required, but it must be flexible enough to support an increasingly interconnected university. It must adapt to the needs of the business while allowing the institution to thrive despite the threats enabled by being so connected.Actions:S

47、tart with Identity by ensuring your Identity infrastructure is federated and provides a consistent source of truth.Prior to embracing a zero trust model, identify the strengths and gaps of your current security plans by using a variety of frameworks (e.g., COBIT, ISO/IEC 27001/27002, ITIL and NIST)

48、or third-party providers for assessing the current state of your program.Page1 4 of 23Gartner; Inc. | G00763121、心三個(gè)反匠GartnerWhen designing a zero trust approach:Define mission outcomes - Derive the zero Trust architecture from institutionspecific mission requirements that identify the critical data,

49、 assets, applications and services (DAAS).Architect from the inside out - First, focus on protecting critical DAAS.Second, secure all paths to access them.Determine who/what needs access to the DAAS to create access control policies - Create security policies and apply them consistently across all e

50、nvironments (such as LAN, WAN, endpoint, perimeter and mobile).Inspect and log all traffic before acting - Establish full visibility of all activity across all layers from endpoints and the network to enable analytics that can detect suspicious activity. 24Further Reading:Quick Answer: How Do Access

51、 Management and Zero Trust Network Access Tools Work T ogether?Architecting an Agile and Modern Identity InfrastructureQuick Answer: How to Explain Zero Trust to Technology ExecutivesRobotic Process AutomationBack to topAnalysis by Terri-Lynn ThayerSPA: By 2026, RPA and Al will improve the student e

52、xperience while reducing staff and faculty by over 20% per full-time student.Description:Pagel 5 of 23Gartneclnc. IG00763121Gartnei:RPA is a productivity tool that allows a user to configure one or more scripts (which some vendors refer to as bots) to activate specific keystrokes in an automated fas

53、hion. The result is that the bots can be used to mimic or emulate selected tasks (transaction steps) within an overall business or IT process. These may include manipulating data, passing data to and from different applications, triggering responses or executing transactions. RPA uses a combination

54、of user interface interaction and descriptor technologies. The scripts can overlay on one or more software applications.Why Trending:Universities are increasingly turning to RPA solutions to automate back-office, hybrid and student-facing processes with the objective of reducing labor, cost and huma

55、n error by reliably performing high-volume human tasks. Often the objectives and outcome include an improved student, faculty and staff experience. 25 RPA is converging with other technologies such as Al, analytics, natural language processing (NLP), machine learning, low code and optical character

56、recognition (OCR) into hyperautomation solutions. The 2022 Gartner CIO Agenda Survey found that 11% of higher education respondents plan to increase their investment in hyperautomation in the coming year (see 2022 CIO and Technology Executive Agenda: A Higher Education Perspective).Implications:Mark

57、et offerings are rapidly increasing. Multiple products and vendor promises can make technology selection difficult.Departmental and siloed approaches may result in redundant and overlapping technologies on campus, requiring governance to ensure the tool portfolio is rationalized and the optimal tool

58、 for each task is employed.Extensive business process analysis will be essential. This will require business analysis skill and the availability of sufficient data to identify patterns and train the automation solution.Institutions implementing RPA typically progress through a series of challenges f

59、rom, HHow do I get started?11 onto issues of “scale and how to prioritize” what becomes an onslaught of opportunities and requests.Actions:Page16of23Gartneclnc. IG00763121、心三個(gè)皮匠GartnerDefine desired business outcomes and identify process redesign opportunities prior to choosing and applying RPA (or

60、any other hyperautomation technologies).* Track the business value of automation by assessing the resulting impact on:RevenueCost savingCost avoidanceError reductionIncreased compliance and risk reductionIncreased student, faculty and employee satisfactionFurther Reading:Predicts 2022: Education - R