Defeating the Great Stagnation

For Technology to raise productivity, we need to do more than just plug it in.

Given the challenges of the moment, the Chancellor’s Spring Statement last week was somewhat inevitably focussed on short-term cost-of-living mitigations, with much less discussion of the most important structural challenge facing the UK today: the Great Stagnation. UK businesses produce less per hour than other Western Economies, and productivity growth has stalled since the financial crisis of 2008 averaging a dismal 0.4% a year.

This is not just an economic issue depressing wages: flat-lining productivity makes it much harder to solve the other strategic challenges facing the country. Low-carbon and secure energy supplies that are actually affordable; the rising costs of health and social care driven by an ageing population; and the rebalancing of the economy by ‘levelling up’ areas outside London and the South East. All of these are made politically soluble by raising productivity. No one wants to choose between heating and eating. Neither as a society do we want to choose between climate change and social care. Restart productivity growth, and we won’t have to.

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University Digital Services: is an avalanche coming?

  • Boards (exec and non exec) should consider technology integrated with university services, not a separate concern the ‘IT department’. This is not yet the default behaviour within the HE sector.
  • Specific opportunities include: faster assessment & feedback, personalised tuition, and paperless administration processes. These reforms will increase University efficiency and effectiveness.
  • Digital is not the same as IT: the software is an evolving service more than a technology product; it will be designed around user needs not centrally specified ‘functional requirements’; and there should be an incremental approach to design & build, not monolithic procurement exercises.
  • Digitally effective universities will have the in-house capacity to build, operate and improve digital services, as well as to commission them from suppliers.
  • The chances of sector disruption are rising.

For the last three years I have served on the University of Exeter governing body, the Council. Unusually for most Higher Education governing boards, independent members of Council hold a specific portfolio of responsibility alongside an Executive lead – in my case, for Digital and Technology.

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