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There is an ever-growing urgency to address the changing times in higher education through the prism of its business model. It is one that emphasizes its four key components: its value proposition, the utilization of its resources, determining models of efficiency, effectiveness, and efficacy for its processes, and measuring its ability to profit in a consistent and predictive formula. Beginning with the discussion offered in Disrupting College (Clayton M. Christensen 2011) and continued in its research collaborations by the Christensen Institute, all of these components must fit together in an interdependent way in order for the business model, in each of its components, to be viable. It is with that understanding that this presentation looks at Modularity Theory —independent (module) and interdependency as model for academic program review and development. Modularity Theory is a framework for explaining how different parts of a product’s architecture relate to one another and affect the metrics of its production and adoption/ use. A product is modular when there are no unpredictable elements in the design of its parts, it standardizes the way by which components fit together, in well-understood, measured ways. A product is interdependent when the way one part is made and delivered depends on the way other parts are made and delivered. Interdependency between parts requires the same organization to develop both components if it hopes to develop either component. So, what if we were to consider the following assumption: A course is product. A major is product. A degree is product. How and in what ways are we recognizing the independent product architectures? Is there modularity? Interdependence? What/where are the breakthroughs and breakdowns in the institutional/ degree reputation and brand that could be re-innovated with applying modularity theory to our business modeling strategies? In this session we will discuss a model of academic strategic planning model that is narrative and data driven that asks: What if we were to think about innovation differently, starting, rather than ending, with a modularity lens? It has the capacity to become a model of inquiry that equally addresses program relevancy, product differentiation and degree legitimacy by design (in all senses of that word!) at a time when the four key components are being challenged. A suggested template for initiation of this modularity model of strategic planning and business modeling will be provided.

Applying Modularity Theory to Music Business Programs or How I Learned to Innovate Strategic Planning Processes to Align Mission, Vision, and Values to Shifting Market Needs and Expectations and Create Better Business Models in Higher Education