Learning Outside the Book From textbooks to integrated solutions

1
Learning Outside the Book From textbooks to
integrated solutions

• Jim Behnke
• Chief Learning Officer
• Pearson Education
• Naples, FL
• 9 October 2008

2

• Many people still believe that teaching and
  learning are two sides of the same coin, but they
  are not one learns a subject, and one teaches a
  person. The process is increasingly going to
  shift to self-teaching on the basis of new
  technology because we now have these new teaching
  tools.

Peter Drucker Time Magazine Interview January,
1990
3

• Historically, we have been defined largely by
  the products we produced now we want to be known
  for the outcomes and experiences we help make
  possible.
• Our mission is to help transform education by
  providing innovative and effective products and
  service that demonstrably improve student
  performance and institutional productivity.
• Will Ethridge
• CEO, Pearson Education
• North America

4

• The future is here.
• Its just not evenly distributed yet.
• William Gibson

5
Presentation outline

• Changing market forces
• Pearson overview
• Origins of Content strategy
• The MyLabs story in US Higher Ed
• eCollege A Pearson company
• K-12 strategy eLMS
• Pearsons key strategies
• Questions Discussion

6
Changing market forces US K-16

• Effectiveness and pricing of textbooks
• Poor student performance/alarming retention rates
• Uncertainty about government funding
• Non-traditional learners/changing learning
  profiles
• High School-to-college boundaries blurring
• Growth of pure online/distance learning and
  relationship to brick and mortar
• Demand for interoperability of content, learning
  platforms, and data silos

7
Pearson at-a-glance
Pearson is the worlds leading education
company The Financial Times Group is the most
international source of business news, data and
analysis The Penguin Group is one of the
worlds great consumer publishers
8
Helping the world live and learn
FT Group 16
North AmericanEducation 41
Penguin 20
Professional 5
International Education 18
2007 pro forma revenues 8.3bn
Year ended 31 Dec 2007 (excludes Data Management,
includes Harcourt and eCollege)
9
Pearson Education A Snapshot
10
Origins of Content strategy

• Driver 1 Industry consolidation results in
  fewer and better textbooks and more intense
  competition, making it more difficult to compete
  on content alone.

Driver 2 As textbooks began to seem more like
interchangeable commodities, switching costs for
our customers lowered and our pricing power
sell-through were diminished.
Opportunity Establish new product models
integrating content with learning applications to
create new value (independent of textbooks) and
open the door to new sources of revenue.
11
Foundation for Content in US Higher Ed

• Formative assessment unique opportunity for us
  to establish market leadership
• Explicit strategies for top 20 course markets
• Pressing our advantage with proven programs
• Creating new assessment capabilities for other
  curriculum areas
• Building infrastructure to support rapid growth
  in online usage
• Launching the MyLabs across the curriculum

12
What are the MyLabs?

• Online homework and tutorial programs
• Usually offered in textbook-specific versions
• Automatically-graded homework and tests
• eBook often included
• Student registration required every student must
  obtain an access code
• Three options Bundle, standalone, or direct
  online purchase

The key Creating value independent of the
textbooks
13
2008 35 MyLabs spanning the HE curriculum
14
Benefits of the MyLabs

• To Students
• Instantaneous, personalize feedback
• Unlimited practice
• Better test scores and grades!
• To Educators/Institutions
• Automatically-graded homework
• Greater insight into student performance
• Consistency/continuity of course offerings
• Fully customizable
• Better grades better retention/productivity

15
Fall Class Start Registrations 07 vs 08
2007 registrations during this period 1.3m 2008
registrations during this period 1.8m (45)
16
Fall Class Start Logins 07 vs 08
17

• High-growth company in high growth segment
• Appealing business model
• Software-as-a-service/per-student fees
• Sales growth tied to customer enrollment growth
• Filled critical gap for Pearson LMS capability
• Synergies with Pearson
• International expansion
• Integration with MyLabs
• Centerpiece for eLMS

18
Enterprise Learning Management
System(eLMS)The Problem Harnessing data
collected in disparate academic systems to the
direct benefit of individual learners
19
The market opportunity
20
Vision for eLMS

• Connecting what students REALLY know (via
  real-time diagnostics) to what they are being
  taught by aligning personalized learning plans
  with curriculum content

21
eLMS The open learning platform

• Content-agnostic use of key interoperability
  standards (SIF, IMS, QTI, SCORM) includes
  curriculum and assessment content
• Align and tag content to state standards
• Focus on parent access
• Focus on teacher desktop tools and classroom
  management capabilities
• The engine for personalized learning from
  performance management to curriculum management
  to prescriptive learning

22
eLMS component parts
23
Key Pearson strategies

• Establish leadership in educational technology
  by
• Improving learning outcomes and institutional
  productivity via formative assessment,
  response-to-intervention, and course/program
  redesign
• Offering integrated solutions that blend
  content, assessment, and services
• Facilitating interoperability Internal and
  external (with third-party platforms)
• Establishing leadership in open standards
  communities (IMS and SIFA)

24

• Questions
• Discussion