The evolving role of innovation labs in universities

Edtech labs, innovation hubs, AI task forces and in-house accelerators represent a relatively new set of approaches to boost both internal and external innovation within higher education institutions. Whilst a number of these initiatives have been explored and adopted over the years, the current speed of technological advancement is transforming innovation units: from digital learning teams into comprehensive centres driving educational and organisational change.

During DEC Executive Briefing #005 “University Innovation Toolkit”, we sat down with Nick Barniville, former Associate Dean for Degree Programs at ESMT Berlin, who shared valuable insights into this evolution.

Setting up an EdTech lab

In 2017, Nick Barniville was tasked with setting up a digital learning unit at ESMT Berlin, a leading business school in Germany. Initially, the objective was to prepare the school to deliver more online learning elements for corporate clients. The school had a traditional focus on face-to-face learning, and the concept of blended programmes combining online and offline components was relatively new. Barniville and his team started by reviewing existing technical systems and evaluating the feasibility of partnering with an Online ProgramManager (OPM). They eventually decided to develop the capabilities in-house, anticipating that digital competence would be crucial in the future.

The team selected a new Learning Management System (LMS), hired a learning and media design team, and began content production. Securing a substantial corporate contract for a custom blended MBA early on covered most setup costs. By the time COVID-19 hit in 2020, the groundwork laid by the EdTech Lab allowed ESMT Berlin to transition smoothly to online learning, highlighting the lab's strategic importance.

From EdTech to Learning Innovation

As the pandemic accelerated the adoption of digital elements, the EdTech Lab's role expanded beyond content production to improving learning outcomes using digital formats.This shift involved converting traditional face-to-face learning methods to digitally enabled learning. The EdTech Lab supported faculty in rethinking their teaching methods, integrating digital tools, and engaging students in new ways.

Recognising the potential to extend its impact, the EdTech Lab evolved into the Learning Innovation Lab. This phase saw the team partnering with core educational functions and embarking on entrepreneurial projects, such as developing micro-credentials, online certificates, and short courses tailored to market needs. The lab also explored advanced areas like artificial intelligence and digital coaching, enhancing educational experiences and accessibility.

Key learnings and considerations

Barniville's experience highlights several key learnings and considerations for universities looking to establish or evolve their innovation labs:

1. Building relationships: Successful innovation depends on the relationships between innovators and adopters. In the absence of a command-and-control structure, building goodwill and trust is crucial. Faculty collaboration is more likely when initiatives align with their interests and benefit their students.

2. Technology and business alignment: Innovation should serve the institution's business needs rather than drive strategy. Organisational structures should reflect this alignment, with leaders having broad experience across the organisation.

3. Cost and revenue association: Innovation labs should not be viewed solely as cost centres. Associating revenues from digital programs with the lab can legitimise its role and sustain its initiatives.

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Expanding the remit of an innovation lab from online learning to broader digital transformation involves significant challenges. Skills required for setting up an online unit are relatively narrow, focusing on content development and delivery. However, leading digital transformation across an organisation requires change management skills, disrupting existing silos, and introducing new processes and ways of working.

Additionally, transitioning to a data-driven organisation demands a deep understanding of organisational dynamics and people management.

For an innovation lab to succeed, demonstrating quick wins in improving learner outcomes, process efficiencies, or commercial results is essential. Building trust among stakeholders is paramount, as innovation leaders often have little to offer beyond the promise of future success. Identifying and partnering with allies who are willing to pioneer new initiatives can create positive role models and drive wider adoption of innovations.

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