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1、Paul Riley,Tony Sheehan,Terri-Lynn Thayer,Robert Yanckello,Marlena Brown,Grace Farrell,Saher Mahmood,Robert Anderson,Craig Lawson21 February 2023Top Technology Trends in Higher Education for 2023Gartner ResearchGartner,Inc.|G00780827Page 1 of 20Top Technology Trends in Higher Education for2023Publis

2、hed 21 February 2023-ID G00780827-22 min readBy Analyst(s):Paul Riley,Tony Sheehan,Terri-Lynn Thayer,Robert Yanckello,Marlena Brown,Grace Farrell,Saher Mahmood,Robert Anderson,Craig LawsonInitiatives:Education Technology Optimization and ModernizationNew and leading technologies,such as hyperautomat

3、ion andLXPs,are among six technology trends influencing processes andinstruction in higher education in 2023.Higher education CIOsshould use this research to evaluate how these trends and ourrecommendations will shape their IT strategy.OverviewOpportunitiesRecommendationsHigher education CIOs respon

4、sible for technology optimization and modernization should:The 2023 CIO and Technology Executive Survey shows that the top higher educationenterprise priority is customer/user experience.The challenge is to modernize serviceprovision at the same time as dealing with significant legacy issues.CIOs in

5、tend to increase funding in 2023 for cybersecurity,cloud platforms and dataanalytics.In the absence of clear strategies and long-term investment,manyuniversities do not have a suitable platform in place that is robust enough to handlea modern infrastructure.Universities are operating in a complex,co

6、mpetitive environment.University leaderslook to CIOs to deliver transformation initiatives that can deal with sector-specificissues,such as student recruitment,retention and attainment.Map the maturity of the technology trends against the institutions own strategy,anduse combinations of these trends

7、 to guide digital investments to deliver universityobjectives.Gartner,Inc.|G00780827Page 2 of 20What You Need to KnowThis research focuses on the technology trends affecting higher education globally.A partner piece focuses on business trends in higher education(see Top Business Trends Impacting Hig

8、her Education for 2023).The business challenges set the context for higher education CIOs to use the technology trends to design:The aim is to develop a clear connection between both the technology investments anduniversity objectives.Developing this connection will help enable CIOs to demonstrateth

9、at IT is not just operational and transactional,but that IT can be a key strategic partnerin delivering the university priorities in an uncertain environment.As universities adapt new ways of working,several trends are proving durable,with 50%of the 2022 trends repeated and updated for 2023,as CIOs

10、consistently focus onimproving operational excellence and ensuring business continuity and resilience.Garner senior leadership support by connecting the university strategy,riskmitigation and consequences of inaction around these trends to:Deliver value to the evolving student experience.Support new

11、 workforce trends.Enable efficient delivery of operations.Build a composable technology foundation.Flexible strategiesHybrid operating modelsAgile governanceGartner,Inc.|G00780827Page 3 of 20Universities that broadly adopt permanent hybrid models to enable both a learning andworking environment requ

12、ire significant advances in supporting technology.At the sametime,staff and student expectations for easy-to-use,personalized access to content andcollaboration grow rapidly,driving universities to use existing and new technologies toinnovate learning,teaching and research strategies.The combination

13、 of challenges hasmade it difficult to scale innovation past small-scale pilots.It is imperative that CIOs usethese trends to have collaborative discussions with senior leaders that involve makinguniversitywide improvements and not ones confined within IT or at a local level.Thesediscussions should

14、embrace the strategic application of the trends and not isolated,tactical use cases.The technology trends can be grouped into three categories(see Figure 1):Figure 1:Top Technology Trends Impacting Higher Education in 2023Personalized learning:Growing student expectations will drive investment toenh

15、ance the total student experience through improved applications to personalizedcontent.Greater use of data and analytics will enable institutions to better supportstudent retention and attainment of student success.Operational improvement:The ability to enhance the efficiency of tasks andprocesses,w

16、hile freeing capacity for value-added activities and innovation,willinfluence the degree to which higher education leaders maximize the impact oftechnology investments.Technical capabilities:Embedding technology trends,such as threat intelligence andclassroom evolution,will be critical for higher ed

17、ucation institutions to deliver onstudent and staff expectations,operational needs and university priorities.Gartner,Inc.|G00780827Page 4 of 20Table 1:Trend ProfilesSource:Gartner(February 2023)Personalized LearningLearning Experience PlatformsAnalysis by Marlena Brown,Saher MahmoodDescription:A lea

18、rning experience platform(LXP),also known as a peer learning experience platform,integrates both internal and external sources of learning content.It uses artificial intelligence(AI)and machine learning(ML)to track and analyze learning data to provide users with an intuitive,easily navigable,tailore

19、d experience.Solutions are primarily delivered by using software as a service(SaaS).LXPs are used to enhance an individual learners interactions and engagement via:Personalized LearningOperational ImprovementTechnical CapabilitiesLearning Experience PlatformsHyperautomationCybersecurity Threat Intel

20、ligenceStudent Success AnalyticsComposable ERP/SISClassroom EvolutionGreater personalizationContent curationAI-based recommendations and trainingGamified user experienceExpanded breadth of contentGartner,Inc.|G00780827Page 5 of 20They typically allow learners to access,curate and share a wider varie

21、ty of formal andinformal content beyond what is found in the learning management system(LMS).LXPsfunction as aggregators,hosting content from multiple internal and external providers,allowing learners to access a wide array of content.Content types in an LXP can includeblog posts,articles,videos,pod

22、casts and e-learning course content.Leveraging AI,usersreceive personalized content recommendations(such as including third-party blog posts,articles,documents and videos available on the internet)and are able to access learningcontent that can build a comprehensive variety of skills.The aggregation

23、 of courses allows learners to access different modalities,such assynchronous,asynchronous,self-study,live-instructor-led or a virtual-instructor-led.Why Trending:Declining EnrollmentUniversities continue to see declining enrollment.1 Fewer numbers of traditional collegeage students2 and questions a

24、round the value of education3 are contributing toenrollment decline.These factors are influencing universities offerings to differentiatethemselves and attract not just traditional learners,but also nontraditional learners.Offering LXPs can potentially help universities attract nontraditional learne

25、rs by improvingthe learner experience,increasing personalized engagement and developing skills alignedwith workforce needs.Increased Skills-Based HiringMany externalities and pressures,coupled with the disruptive impact of the pandemic,have increased the demand for new technology and soft skills.Emp

26、loyers are resettingdegree requirements in a wide variety of roles.This means that roles that once required afour-year degree now require some postsecondary education or training,but less than afour-year degree.4 Often,educational institutions do not have the agility for a timelyresponse to meet the

27、se new demands,creating a vacuum in the requisite workforcepipeline.LXPs can allow institutions to offer additional skills in a short turnaround,allowing learners to supplement their formal education while remaining within theinstitutions ecosystem.Gartner,Inc.|G00780827Page 6 of 20As a result of th

28、e declining enrollment and skill demand pressures,Gartner has seen thenumber of education-related client interactions around LXPs double from 2021.Thisincreased interest in LXPs indicates that universities are exploring ways to gather more-detailed student profiles and learning activity information.

29、Having this information notonly equips universities with more-robust analytics and insights from data that spans theacademic spectrum,but also allows the use of AI to efficiently and effectively alignlearning resources and experiences with each student.Implications:To build robust student profile da

30、ta,universities are seeking to enhance their abilityto track and measure holistic learning experience data that includes:CertificationsBadgesSkillsCompetenciesProficiency levelsWork-related expertiseMaturity in this area does not come from traditional higher education.LXPs wereborn out of corporate

31、learning platforms that address perceived shortcomingsassociated with traditional higher education LMSs.LXPs use AI to collect and analyze data on learners interactions and make learningcontent recommendations based on that data.While the LMS and LXP can both be required,they are not mutually exclus

32、ive(that is,you cant choose one over the other).Institutions still retain the need for a form ofadministrative-based control on learning content,which is only possible through anLMS.However,institutions also can allow learners to access more-expansiveinformation through LXP.Gartner,Inc.|G00780827Pag

33、e 7 of 20Further Reading:L&D Technology Innovations Bullseye 2023 ReportAI Ethics:Use 5 Common Principles as Your Starting Point Hype Cycle for Higher Education,2022Student Success AnalyticsAnalysis by Marlena Brown,Tony SheehanDescription:Student success analytics involve the integration of data-in

34、formed practices that consider students and their diverse contexts to influence decisions that affect student experiences and outcomes.5 Technology solutions can range from business intelligence platforms to technology combinations that are designed to capture and present data from across a multitud

35、e of transitional systems(for example,student information system SIS,LMS,CRM and ERP)to inform strategies aimed at student success.Typical technology components will improve the institutional ability to:Assess the organizations current capabilities across the full spectrum of existingLMS technologie

36、s by engaging with partners from academic leadership todevelopment of a vision.Strategize and plan how to leverage LXPs.Develop institution wide AI policies to ensure the appropriate use of data.Theseshould include human-centric concepts that are secure and accountable.Partner with corporate entitie

37、s to leverage opportunities to expand skills andcapability offerings so that learner skills align with employer needs and can beeasily curated using LXP technologies.Extract data from source systemsTransform the data(apply institutional business rules)Load data into readable formats(such as data mod

38、els,data marts and datawarehouses)Actions:Gartner,Inc.|G00780827Page 8 of 20Institutional stakeholders consider these visualizations as essential components toinform and measure efforts related to student success initiatives.Why Trending:Postsecondary institutions have lost over a million students s

39、ince 2020.1 This loss inenrollment has increased pressure on CIOs to provide information that empowersexecutives to:1.Identify new revenue streams through targeted recruitment of traditional andnontraditional learners who will be successful completers.2.Personalize experiences for current students t

40、o promote retention and quickly reactto individual student academic and nonacademic needs.3.Quantify the value of a degree by demonstrating how successful degree completioncontributes to workforce needs and improved attainment.Analytics underlie the ability to successfully deliver information in eac

41、h of the areas above to develop and measure the effectiveness of these efforts to support student success.The priority institutions are placing on this is reflected in the 2023 Gartner CIO and Technology Executive Agenda Survey.Results found that 43%of higher education respondents plan to increase t

42、heir investment in business intelligence/data analytics technologies in 2023(see 2023 CIO and Technology Executive Agenda:4 Actions to Deliver Digital Dividends).Implications:Allow for visualization,typically through reports and/or dashboardsMarket offerings will vary and range from industry-neutral

43、 platform solutions tospecific,functional,focused point-solution-based analytic offerings.Departmental and siloed processes may result in redundant and overlappingtechnologies on campus,requiring governance to ensure the data and analyticsasset portfolio is rationalized.The desire to find an appropr

44、iate technology solution will overshadow opportunitiesleveraging existing solutions when use cases aligned with institutional outcomes arenot identified.Page 9 of 20Actions:Further Reading:Data and Analytics Essentials:Architect an Analytics PlatformPut Data and Analytics to Work in Higher Education

45、 to Impact Student Success 4 Focus Areas to Improve Your D&A MaturityOperational ImprovementHyperautomationAnalysis by Terri-Lynn ThayerGartner,Inc.|G00780827Individual departmental analytic initiatives will cause redundant and/or competingpriorities that lead to technology resource bottlenecks and

46、duplicated studentintervention efforts,requiring leadership to initiate a coordinated student successanalytics effort.Create a data and analytics vision,strategy and plan,in partnership withstakeholders,that intentionally connect new and existing outcomes to the valuepropositions and operating appro

47、aches required to achieve student success and setthe foundation for a data-driven culture.Align data and analytics with institutional outcomes through use cases to providepractical examples that institutional stakeholders can relate to and betterunderstand in terms of real student outcome results.De

48、sign an institutional approach to data and analytics governance programs fordecisions such as investment in enterprise-level products versus niche education-specific products.Identification and prioritization of use cases and data usagestandards will be needed.Integrate and manage data that provides

49、 agility,resilience and clarity across theinstitutional data landscape to create increased student success impact.Gartner,Inc.|G00780827Page 10 of 20Hyperautomation involves the combined use of multiple technologies within a process toenable an accumulation effect that moves the organization away fr

50、om simple taskautomation to an orchestrated use of technologies,tools and platforms to improve abusiness process,often from end to end.Automation tools typically included inhyperautomation initiatives are robotic process automation,analytics,natural languageprocessing,optical character recognition,b

51、iometrics,AI,ML,chatbots,intelligent businessprocess management and low-code platforms.Why Trending:The 2023 Gartner CIO and Technology Executive Survey found that 13%of highereducation respondents plan to increase their investment in hyperautomation technologiesin 2023,an unsurprising finding,given

52、 the significant focus on student and facultyengagement.Universities are laden with manual and semiautomated business processesthat result in student,employee and faculty satisfaction issues.University staff aresometimes absorbed in routine tasks that add little value.As institutions continue to bep

53、ressured to reduce costs,automation offers the potential to help make that effort areality.Leveraging technology to free staff to perform other critical tasks,whilesimultaneously saving money and improving satisfaction,makes these initiativesincreasingly popular.Implications:Market offerings are abu

54、ndant,while multiple products and vendor promises maymake technology selection difficult.Institutions will face decisions as to whether toinvest in enterprise-level products versus more niche or education-specific products.Departmental and siloed approaches may result in redundant and overlappingtec

55、hnologies on campus,requiring governance to ensure the tool portfolio isrationalized and the optimal tool for each task is employed.Extensive business process analysis will be essential,requiring high businessanalysis skill and availability of sufficient data to identify patterns and train theautoma

56、tion technology solution.Institutions successful with initial hyperautomation initiatives quickly progressthrough a series of challenges ranging from“How do I get started?”to issues of“scale”and how to“prioritize,resulting in an onslaught of opportunities andrequests.Description:Gartner,Inc.|G007808

57、27Page 11 of 20Actions:Further Reading:4 Steps to Hyperautomation Success in Higher EducationInfographic:Which Technologies Should You Use for HyperautomationPredicts 2023:Education Will See Consolidation,Competition and CreativityQuick Answer:How Will Autoadapting and Autocomposing Products Enable

58、Digital Business DisruptionComposable ERP/SISBefore choosing a hyperautomation technology,partner with stakeholders to identifyspecific business outcomes by:Measuring the current stateDetermining business process redesign opportunitiesAnticipating business value change from automationApply automatio

59、n technologies by breaking down the process needs and aligningneeds with the specific automation tools underlying strengths.Track business value achieved from automation by assessing the resulting impacton factors such as:Revenue increaseCost savingsCost avoidanceError reductionResource optimization

60、Increased compliance and risk reductionIncreased student,faculty and employee satisfactionGartner,Inc.|G00780827Page 12 of 20Analysis by Robert Yanckello,Robert Anderson,Grace FarrellDescription:Composable ERP is an adaptive technology strategy that supports the foundationaladministrative and operat

61、ional digital capabilities that enable an enterprise to keep upwith the pace of business change.It is not a single,off-the-shelf product;rather,it definesa strategic technology framework in which application and platform capabilities supportdynamic and user-centric enterprise business capabilities.W

62、hy Trending:ERP/SIS transformation is critical to business transformation.Legacy administrativesystems are increasingly unsustainable technologically and financially.The need tosupport a resilient and future-proof enterprise requires universities and colleges to adoptan ERP approach that merges dyna

63、mic business needs with a dynamic technologyarchitecture and application strategy.Implications:Delivering value is at the core of composable ERP.The ability to deliver value is changingradically,due to the influx of new technologies,mindsets and practices.Composabilityrequires understanding new busi

64、ness processes and a commitment to combine strategy,practice and tools to deliver enterprise digital capabilities that improve outcomes anddemonstrate quantifiable benefits.It will compel institutions to think and act differentlyabout:The role of ERP applications is evolving,as it must advance the i

65、nstitutionsenterprise business capabilities to leverage systems and data across the entireinstitution.Composable ERP supports outcome-based objectives,not just technologypreferences,and is designed to be more flexible,data-centric and stakeholder-driven.Institutions are moving beyond traditional ERP

66、 offerings and composing their ownmodern technology platforms,which include their legacy or new SIS,as well as acadre of other digital capabilities.Gartner,Inc.|G00780827Page 13 of 20Actions:Further Reading:Predicts 2022:Composable Applications Accelerate Digital BusinessHype Cycle for ERP,2022Techn

67、ical CapabilitiesCybersecurity Threat IntelligenceBusiness outcomes A shift of focus away from“how”to invest to“why”to invest,and what can be achieved.Complexity Accepting complexity and working toward managing ERP is a must.Trying to reduce the challenge through a single-vendor approach is a mistak

68、e.Customer value creation How to understand and keep pace with customersdemands.Establish the scope of what ERP means and should mean for your organizationby evaluating current technology capabilities,outlining the desired future state andthe alignment with business plans and desired institutional o

69、bjectives.Ensure that business and IT collaborate to create a composable ERP strategy byengaging a broad range of stakeholders to identify the various business servicesand scenarios requiring new or more-innovative ways of delivering services andimproving experiences.Invest in enabling technologies

70、along the core ERP journey by deploying enterprisemodernization capabilities that are cloud-capable,standards-based and support newdigital initiatives that leverage innovations like:AIAdvanced integration toolsHyperautomationWorkflow orchestrationBusiness intelligenceGartner,Inc.|G00780827Page 14 of

71、 20Analysis by Robert Yanckello and Craig LawsonDescription:Threat intelligence is evidence-based knowledge,including context,mechanisms,indicators,implications and action-oriented advice about an existing or emerging menaceor hazard to assets.This intelligence can be used to inform decisions regard

72、ing thesubjects response to that menace or hazard.Why Trending:According to the 2023 Gartner CIO and Technology Executive Survey,in higher education,cyber/information security remains a priority investment again in 2023 for universitiesand colleges.There is ongoing concern that universities make rel

73、atively soft targets forcyberattackers.Higher education institutions are viewed as a target-rich environment dueto the large amount of sensitive data,intellectual property and personally identifiableinformation they maintain for students,research and operations.6 As security threatscontinue to be pe

74、rvasive,more institutions are taking advantage of threat intelligence(TI)tools and services monitoring network traffic for anomalies and mitigating threats.7Implications:The higher education sector has seen a rapid increase in the number and severity ofcyberattacks since 2020.1Limited security resou

75、rces,as well as the complex and evolving security solutionmarket,make it challenging to effectively prepare and respond to threats andattacks.According to the Microsoft Security Intelligence site,education is one of the mostaffected industries for threat activity.Page 15 of 20Security leaders have a

76、n obligation to understand the organizations threat landscape,butremain(overall)immature at quantifying their organizations cyberoperational risk.TIdirectly assists with this goal.Security leaders must ensure their security solutions areupdated with the latest content and provide contextual informat

77、ion to their teams,as thishelps them inform overall risk.TI provides the means for an organization to maintain thevisibility of their threat landscape,and build timely,accurate and applicable insight thatcan be applied before,during and after threats present themselves to the organization.Globally,r

78、egulatory compliance and the threat landscape are growing in complexity andforcing institutions to address security and risk issues in a multidimensional approach,with increased collaboration across the sector.As public-and private-sector industriesaddress the challenges of increasing cyberattacks a

79、nd a shortage of IT talent,highereducation institutions have increased their focus on cybersecurity training,as well assecuring their own growing networks.Several universities are now partnering with oneanother through the newly formed Consortium of Cybersecurity Clinics to share bestpractices and h

80、elp others secure their networks.Actions:Higher education CIOs must work closely with security leaders to confront the threatlandscape on a risk-based approach:Further Reading:Hype Cycle for Security Operations,2022Market Guide for Security Threat Intelligence Products and ServicesClassroom Evolutio

81、nGartner,Inc.|G00780827Align TI program goals to business risks and use TI to formulate security operationgoals.Senior leaders are more likely to approve funding for solutions that improverisk mitigation,increase efficiency or reduce cost.Join and contribute to TI sharing programs to crowdsource eff

82、orts against threatactors,while assuaging business concerns with privacy or sensitive data exposure.Develop organizational resiliency with strong backup and incident response plans toprepare against attacks that cant be prevented or detected.Gartner,Inc.|G00780827Page 16 of 20Analysis by Tony Sheeha

83、n,Paul Riley,Saher MahmoodDescription:Classroom evolution describes the continued exploration,redesign and evolution towardeffective use of teaching spaces and enabling technologies.Many colleges anduniversities were forced to deliver online due to the pandemic and then moved to supporthybrid and Hy

84、Flex teaching strategies as campuses reopened.Why Trending:The COVID-19 pandemic,associated recovery funds and the emergence of so-calledHyFlex/hybrid teaching strategies encouraged many higher education institutions tomake significant new investments in classroom technology.Typically,these investme

85、nts have taken the form of technologies to enable:Lecture captureSynchronous video streaming and collaborationFixed-focus cameras,evolving to the use of classroom cameras to follow andcapture video of instructors and sometimes students in the classEnhanced audio,including beam-forming microphones in

86、 the classroom tocapture student participation in the room and share it with remote participantsKnowledge sharing via digital whiteboards and document camerasInstitutions have invested in training faculty how to leverage these classroomtechnologies,as synchronous delivery demands new styles of deliv

87、ery andengagement.Many faculty continue to adjust to this new modality,and both studentand faculty feedback on the experience has been variable.8Evolution of faculty teaching style in particular approaches to formativeassessment9 and the ability to involve remote synchronous students has provedto be

88、 key to engagement.10 Those students forced to listen passively to livestreamswithout interaction tend to disengage and become demotivated.11Gartner,Inc.|G00780827Page 17 of 20Implications:Actions:A considerable amount of initial investment in classroom technology was“technology push,”fueled by the

89、availability of pandemic-related funding,rather thanneed.As institutions reset strategies toward 2030,many are now reevaluating bothimpact and appropriateness of classroom strategies and technologies for the future.It is now becoming clear that synchronous instruction demands different learning desi

90、gns and may undermine full participation of working adult learners 12 or the 23%of online learners who want to learn at a pace that suits them.13Hybrid and HyFlex modalities and associated classroom technologies create a considerable burden on instructors to redesign teaching in a way that exploits

91、new technology and engages students in two locations simultaneously.Although some institutions have assigned teaching assistants and technologists to support this new instruction type,this support can significantly increase institutional classroom delivery costs as well as pressures on teaching staf

92、f.Sustaining classroom technologies requires ongoing funding(which has been estimated at 20%of the initial outlay per year)14 has traditionally not been allocated by colleges or universities,and challenges the review of investments and impacts.The assumption that large volumes of students will conti

93、nue to seek to attend synchronously and remotely remains unproven.Institutions offering new attendance flexibility between on campus or online attendance have discovered limited takeup by students in this mode.15 There is also evidence of demands at the undergraduate level toward campus experiences

94、16 and more-flexible blended and asynchronous approaches.Institutions are recognizing that optimal classroom experiences are not constrained by technology.The combination of physical space design,virtual space design,teaching and learning design,and technology must evolve in parallel to improve the

95、classrooms and teaching spaces of the future.17Although remote synchronous delivery will continue to be a valid mode of future teaching delivery,it will become part of a mix of synchronous and asynchronous elements as better faculty practice in online and blended learning emerges(see Enhance Online

96、Learning Effectiveness Using the Higher Education Online Learning Maturity Model).Gartner,Inc.|G00780827Page 18 of 20Further Reading:Enhance Online Learning Effectiveness Using the Higher Education Online Learning Maturity ModelOptimize,Evolve and Innovate Institutional Digital Learning With Your Hi

97、gher Education LMSInnovation Insight for Digital Assessments in Higher EducationHype Cycle for Higher Education,2022Leverage insights on existing classroom technology investments by stimulatingfaculty,student and staff insights on current effectiveness.18 Distill insights into avision of classroom e

98、volution that aligns with institutional strategy,ambitions andbudgets.Target future investments by auditing existing classroom spaces and thenconsolidating proposed designs into:A large volume of standardized setups that support core teaching functionality(web connection,projection and increasingly

99、lecture capture).A smaller number of exemplar spaces that facilitate higher levels of hybridcollaboration for those faculty,subjects and styles of teaching wheresignificant levels of synchronous interaction are critical.Leverage such spacesas hubs for faculty training and to stimulate feedback on ap

100、propriate futureclassroom designs.19Evolve toward success by refining technology plans and building a community ofpractice that preserves collaboration across faculty,IT,students,finance and estates.Gartner,Inc.|G00780827Page 19 of 20Evidence2023 Gartner CIO and Technology Executive Survey was condu

101、cted to help CIOs and technology executives overcome digital execution gaps by empowering and enabling an ecosystem of internal and external digital technology producers.It was conducted online from 2 May through 25 June 2022 among Gartner Executive Programs members and other CIOs.Qualified responde

102、nts are each the most senior IT leader(e.g.,CIO)for their overall organization or some part of their organization(for example,a business unit or region).The total sample is 2,203 respondents,with representation from all geographies and industry sectors(public and private).Disclaimer:The results of t

103、his survey do not represent global findings or the market as a whole,but reflect the sentiments of the respondents and companies surveyed.1 Current Term Enrollment Estimate,Spring 2022,National Student Clearinghouse Research Center.2 A Second Demographic Cliff Adds to Urgency for Change|Inside Highe

104、r Ed.3 New Public Agenda Report:Americans Question the Value of Higher Education,but Overwhelmingly Agree on Solutions to Improve,Access,Equity,and Affordability,Public Agenda.4 Skills-Based Hiring Is on the Rise,Harvard Business Review,5 A Framework for Student Success Analytics,EDUCAUSE.6 Increasi

105、ng Higher Education Cyberattacks Add to Financial Pressure,Fitch Ratings.7 Universities Speed Up Threat Detection With Security Operations Centers,EdTech.8 HyFlex Learning:Pros,Cons and the Future,Inside Higher Ed.9 Beyond“Lost Learning”:Using Formative Assessment to Support a Return to the Classroo

106、m,The IB Community Blog.10 Crossing Borders With the Hybrid Virtual Classroom,Media&Learning.11 Exploring Student and Teacher Experiences in Hybrid Learning Environments:Does Presence Matter?,Postdigital Science and Education 2022.Gartner,Inc.|G00780827Page 20 of 2012 Student Perspective:An Adult Le

107、arner Navigates Asynchronous Online Classes,EdTech.13 Online Learning in a Post-pandemic World:The Future of Learning Report 2022,Future Learn.14 State of Facilities in Higher Education:Exploring Facilities Relevance in a Changing Environment,Gordian.15 Why Portland State University Is Committed to

108、Hybrid Learning,EdTech.16 Students Returning to Campus Want the University Experience Missed During COVID-19,The Conversation.17 Making Space for Connected Learning:An Ecosystem Approach to Designing Teaching Spaces in Higher Education Part 1,The University of Sydney Co-Design Research Group.18 Lear

109、ning Space Rating System,EDUCAUSE.19 Technology in Classrooms&Collaboration Spaces,Stevens Institute of Technology.2023 Gartner,Inc.and/or its affiliates.All rights reserved.Gartner is a registered trademark of Gartner,Inc.and its affiliates.This publication may not be reproduced or distributed in a

110、ny form without Gartners prior written permission.It consists of the opinions of Gartners research organization,which should not be construed as statements of fact.While the information contained in this publication has been obtained from sources believed to be reliable,Gartner disclaims all warrant

111、ies as to the accuracy,completeness or adequacy of such information.Although Gartner research may address legal and financial issues,Gartner does not provide legal or investment advice and its research should not be construed or used as such.Your access and use of this publication are governed by Ga

112、rtners Usage Policy.Gartner prides itself on its reputation for independence and objectivity.Its research is produced independently by its research organization without input or influence from any third party.For further information,see Guiding Principles on Independence and Objectivity.Gartner,Inc.

113、|G00780827Page 1A of 1ATable 1:Trend ProfilesSource:Gartner(February 2023)Personalized LearningOperational ImprovementTechnical CapabilitiesLearning Experience PlatformsHyperautomationCybersecurity Threat IntelligenceStudent Success AnalyticsComposable ERP/SISClassroom EvolutionActionable,objective

114、insightAlready a client?Get access to even more resources in your client portal.Log InExplore these additional complimentary resources and tools for CIOs and other senior technology executives:eBook2023 CIO AgendaDiscover the top priorities CIOs must address in 2023.Download NoweBookGartner Top Stra

115、tegic Technology Trends for 2023See the 10 trends driving strategic impact in 2023 and beyond.Download NowTemplateIT Strategic Planning GuideTurn strategy into action with this one-page IT strategic planning template.Download NowToolGartner BuySmart Learn how to confidently manage the technology lif

116、e cycle.Request a Demo 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GTS_2234233Connect With UsLearn more about Gartner for IT Executives connected to the latest insightsGet actionable,objective insight to deliver on your mission-critical priorities.Our expert guidance and tools enable faster,smarter decisions and stronger performance.Contact us to become a client:U.S.:1 844 309 5980International:44(0)3330 603 939Become a Client