Notably, it also returns the Professional Maritime Studies program to the Academic Division as the Nautical Science Department, giving full support to its rigorous course of study as an integral part of the Academy’s core academic program while maintaining its close ties to the Cadet Division’s leadership development program. This transformation creates three schools: The School of Engineering and Cyber Systems The School of Science, Mathematics, and the Humanities and The School of Leadership and Management. Guided by the Coast Guard’s Strategic Vision for the Coast Guard Academy 2018-2023 and Donahue, a former Army officer who previously served as the University of Connecticut’s vice provost for academic operations, the modernization effort will not only position the Academy to respond effectively to broader service priorities but also ensure future officers are prepared to handle the increasingly complex global challenges the Coast Guard faces. Coast Guard Academy, who has set forth on the most significant academic restructuring since the 1950s to ensure the Academy excels among other institutes of higher learning, including other military service academies. Amy Donahue, the first provost of the U.S.
While “charming” may aptly describe a small New England college campus, it’s not the adjective that captures the vigor of this military service academy’s academic program.Įnter Dr.
Reinventing work draws attention to some of these 'navigational markers' of the journey to the future and introduces some principles of reinventing work.With its towering oaks, brick facades and federalist columns, first time visitors are often captivated by the charming grounds of the U.S. Share some words of caution about the dangers of an emerging 'quantified workforce' if not balanced within an ethical framework applied to work reinvention.Examine the benefits of workforce shaping in creating a purpose-led culture where learning is constant and evolving.The basic tenets of a digital workforce mind-set – an innovative perspective that will be critical in the race to build thriving, sustainable enterprises featuring flexible workplaces that are designed to survive the inevitable waves of disruption ahead.The need to reinvent work and workforces.Within Reinventing work, we explore the unparalleled dilemma associated with navigating the future of work and discuss: While no one can predict entirely what will happen as the ‘new reality’ or post COVID-19 world sets in, or when we will get there, but what organisations can control now (or as soon as they get out of crisis management) is to plan for various scenarios that may occur and prepare for that future makeup of the workforce accordingly, one that will most certainly include forms of automation. We are seeing organisations responding to the inevitable need to reinvent as AI and digital technology, and now COVID-19, demolish aging and soon-obsolete workplace structures. We foresee that leaders who are seeking to create a balanced workforce of the future will take a strategic approach that applies a digital mind-set to the reinvention of work. This, in turn, demands that leaders make critical choices about what kind of future-focused workplace they want to create at a much accelerated rate than they had anticipated. The lasting impacts of COVID-19, coupled with the rise of Artificial Intelligence and other digital technologies require that we reinvent the organisation of work, how it is done, and where it is done. This is further compounded by the impacts on the workforce, and the influx of Artificial Intelligence and digital technologies.
#FUTURE FOCUSED HOW TO#
It is a year in which organisations are forced to not only think about how to survive and thrive in the new reality, but also how to reimagine their delivery models, and how to measure and maintain productivity in a highly remote environment. As the world contends with COVID-19 and other socioeconomic issues, 2020 is proving to be a year that will surely be remembered.
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