Educational Portfolio Management: Don’t Get Stuck in Dilemmas—Make Clear Choices
Turner provides its clients with timely, fresh, and relevant insights into their markets and the Strategy Execution challenges they face. This blog is a report on Turner’s Education Portfolio Management Masterclass, which explores the implications of education portfolio management for Strategy Execution.
Don't get stuck in dilemmas; make clear choices
- An Environmental Council reviews dilemmas and has the right of approval.
- The intention is to fulfill the legal mandate; the objectives are tied to that.
- “We specifically want to serve levels 1 and 2 in the region—that’s our promise.”
- Frameworks and data help us collectively endorse the purpose and the promise.
- Make sure to keep a clear focus on the promise made to students, staff, and the professional field, so you don’t try to do too many things at once.
The need for portfolio management at Koning Willem I College arose from the 2022 merger with ROC de Leijgraaf, which serves Meierijstad, Oss, and the Land van Cuijk. Previous COVID-19 measures in education had already forced educational institutions to take a critical look at their portfolios. And a new merger in 2027 with ROC Rivor in Tiel (Rivierenland) and a structural partnership with Summa College only increase the urgency for Koning Willem I College.
“An important consideration in mergers and partnerships is our commitment to serve all levels within a 30-kilometer radius—especially Levels 1 and 2. This requires collaboration with other parties in the area, because you quickly find yourself in a region where other institutions also operate. This requires all parties to focus less on their own objectives and to reach out more, engage in dialogue, and establish structure,” emphasizes Jos van Kessel.
Environmental Council: More Than Just a Focus Group
In the absence of a regional Economic Board in Northeast Brabant, the Koning Willem I College decided to establish its own Community Council with municipalities, employers, and other educational institutions, including Sint Lucas, Avans, and Juvans.
“We present our dilemmas to the Environmental Council, and the Environmental Council has the right of approval when it comes to our educational offerings.” This makes an Environmental Council significantly more than just a sounding board. This approach to collaboration fosters support and provides guidance in decision-making. It’s about the big picture. Van Kessel: “And at the same time, it is indeed our Environmental Council—it concerns our Portfolio. In the run-up to the merger with Rivor, we also established an Environmental Council for Rivierenland. In this way, we’re taking an active role in maintaining and strengthening a sustainable educational offering that aligns with the Rivierenland labor market region.”
“Stop dithering and making compromises”
To break down silos, the Koning Willem I College began by forming a core team drawn from various disciplines. “A bit like what we did in the game today during the Masterclass. Based on a clear purpose and commitment, working together and making clear choices, you have to align your behavior, make decisions, and dare to take risks. So don’t just keep dithering and making compromises. Turner certainly helped us with that.”
Having the courage to make choices is essential in this process. “Our lab-based education program in Cuijk wasn’t going well, unlike the lab program in Oss. We decided to close the program in Cuijk and merge it with the one in Oss. At the same time, we also made solid arrangements with companies in the Cuijk area for internships.”
“Be critical about how and with whom you collect data”
When asked by Jeroen Visscher of Turner what led to the BREAKTHROUGH, Van Kessel is emphatic: “It was the moment we were able to provide an overview thanks to the Portfolio. Visualization allows people to see it, put it into context, and (further) tell the story.” Data plays an important role in this process. Each (sub)region has its own dynamics. Frameworks and data help us collectively endorse the vision and the promise. “And they help outline a perspective for discussions with the Environmental Council, so you don’t go into the conversation based on assumptions.”
“At Rivierenland, we conducted a preliminary exploration with Turner. It doesn’t take long to assess whether the Portfolio aligns with reality, the mission/vision, and the intended goals. As a region, Rivierenland is strong in logistics but less so in knowledge-intensive jobs. Data helps substantiate regional ambitions and also allows us to be honest about what isn’t working. At the same time, you have to be careful with data so you don’t lose sight of the big picture. Be critical about how and with whom you collect data.”
“Let it burn”: From steering to governing
When Jeroen asks him what portfolio management means for his role as a director, the answer is once again quick and honest: learning to shift from managing day-to-day operations to providing strategic leadership. “I was used to operating in crisis situations and had to learn to delegate more to others and support them.”
At the same time, he also recognizes the importance of incorporating dissent into the process. “Let the sparks fly. Engaging constructively with conflict helps with decision-making and creates clarity. That way, you don’t get stuck in dilemmas, but can make clear choices. The legal mandate is the starting point; we tie our objectives to that. Personal intent is, of course, also important. If those objectives are too far apart, you sometimes have to have difficult conversations. I have no problem with friction, as long as you engage in the conversation with respect and transparency.”
Focus your efforts, rather than taking a scattergun approach
His most important tip for Masterclass participants: establish an Environmental Council to optimize collaboration. “Collaboration is essential. You can no longer remain isolated, even though we’re fundamentally wired for competition.”
With his final tip, he immediately provides a great summary of the Masterclass: “Knowing whether your offering meets the need and leads to results helps ensure operational success and supports long-term investments. You can align your policy and portfolio management with this, with a clear focus on the promise made to students, staff, and the professional field, rather than taking a scattergun approach.”
Want to learn more about Turner Education?
How can universities and vocational schools foster learning and development? Both now and in the future. Read more about Turner Education here.
Do you want to learn more about what Turner Strategy = Execution can do for your organization? Fill out the form, and we will contact you as soon as possible.
"*" indicates required fields
Would you like to improve, innovate, and transform faster?
Turner is specialized in strategy execution. We make it our business to turn an organisations strategy into reality. For the seventh consecutive year, Turner has been recognized by clients as the best strategic consulting firm in the Netherlands. More than 4,000 executives and professionals participated in the MT1000 survey, in which Turner received the highest ratings for strategic consulting, client focus, excellent execution, and product leadership.
Read more about the results other clients achieved with the support of Turner Strategy = Execution. Ready to talk? Schedule an appointment. Contact us.
Schedule an appointment
Would you like more information or a customized quote? Fill out the form to schedule a no-obligation appointment.
A selection of our insights
What Educational Institutions Need to Do Now to Continue Innovating After the COVID-19 Crisis
It’s all hands on deck in education: all schools are closed, teachers are sick, and yet classes must go on. A lot is being asked of teachers, support staff, and
Consultancy.nl | Four Strategies for Innovation in Education
In response to our study on innovation at universities of applied sciences, Consultancy.nl has published an article on innovation strategies for educational institutions. The four strategies for innovation in education
Seven Tips for Accelerating Innovation
Educational Innovation Seven Tips for Accelerating Innovation Turner conducted research on the effectiveness of universities of applied sciences when it comes to educational innovation. In 2019, we spoke with 25
A selection of projects
Sustainable Improvement in Academic Success
High dropout rates and low completion rates. Utrecht University of Applied Sciences therefore sought to improve academic success in a comprehensive and systematic manner.
NHL and Stenden
Collaboration Model and Transition Path for a Merger NHL and Stenden Shared Ambitions and Opportunities Coordination of the Entire Program Higher-quality education and research NHL and Stenden had announced their
HAS University of Applied Sciences
Accelerated Implementation of the Educational Vision
Flexible and Adaptive Education Made a Reality
A Concrete Vision for Educational Reform
Insights into the Progress of Educational Reform