Anyone have thoughts on what this reorg they sent cryptic emails about this week could mean for Student Success? I can't help but think that their talk of going back to basics and a heavy focus on efficiency might mean that the coaching aspect of SS might be scaled down significantly or cut out entirely, in favor of more of an administrative support approach from SSAs. This would mean fewer people doing these jobs and more SS layoffs. Just speculation on my part but would love to hear what others are thinking right now.
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@1pfm+1qJ5Azua GREAT idea
SE's cadence based outreach model is costly and misaligned to consumer expectations, but 2U hasn't yet figured out how to transition to a data-driven retention risk-based model. As a result, Student Success is a huge cost center that does not optimally impact CLTV and the bottom line. 2U has enough application data to build and validate a predictive model that forecasts how likely a student is to retain without any intervention from Student Success. This could be an early indicator of need at the time of Term 1 enrollment. Likewise, they have enough user behavior data from the LMS to build predictive models of risk for enrolled students and should find ways to filter this information to Student Success Advisors for intervention.
Eye rollllllllll, “leadership” at this place is a joke. Fake fake fake fake fake fake fake.
Earning date projected for Jan 31, 2024 - Feb 05, 2024. The longer 2U goes without presenting the finances, the more dire it probably is.
If they keep cutting different roles, they will need to change what they are offering to people buying the products or face liability issues for not providing the services they sold for inflated price tags. They can’t keep cutting behind the scenes, something major has to change quickly and I don’t think the reorganization with little clarity on how it effects the student experience and our day to day roles on SE is going to cut it.
The answer is clear- Student Engagement is one of the largest expenses for 2U and will inevitably undergo another reduction.
One example the writing on the wall is shift to PMX. Allowing all counselors and advisors to opperate in a standard system will first lead to the combination of more managers over multiple universities and then ICs who support multiple programs. Those changes will also occur with the reduction in coaching and more transactional shift. The data is clear that SSAs can improve retention but the jury is out on the cost benefit analysis since so many programs have incredibly high retention numbers while SS fails to meet their contact or talk time goals. When expenses are a central leadership focus they will take a small drop in retention to cut costs.
Dobbs shielded the Org this round but is no longer in the degree segment and his sphere of control has shifted. There isn't a reason to freak in the immediate future but it would be prudent to explore your options
Nothing about these emails were cryptic or called out SS specifically. Maybe I misinterpreted, but I don't see any cause for concern.
Email from Andrew Hermalyn on 1/22:
Dear Team,
I am excited to announce our new organizational structure. This structure is designed to streamline our operations, harness our strengths, and better position us for future success. I’ve attached a high-level org chart. It comprises four key functions: Operations, Partnerships, Business Intelligence, and Business & Legal Affairs. Each function plays a vital role in our collective success and is structured to maximize our capabilities and efficiency.
Operations. Led by Brad Adams, this team is the engine of our segment and is responsible for the successful implementation, service and delivery of our degree programs. Their focus on operational excellence will drive efficiency and support our growth. In addition, we created a new Student Experience team, that brings together the end-to-end student lifecycle under the leadership of Jessica Wang.
Partnerships. Led by Ken LaOrden, this team is responsible for university sales, relationship management, partner engagement and brand. Recognizing the value of our partners, this team is dedicated to building and nurturing relationships and is pivotal in driving business growth.
Business Intelligence. Led by Rob Nash, this function is responsible for our strategic decision-making. Tasked with gathering, analyzing, and interpreting data, this function will provide us with the insights needed to make informed decisions. It will include things like forecasting, P&L, expense management, new opportunity pro forma analysis, performance analytics, and more.
Business and Legal Affairs. Led by Todd Glassman, this function is responsible for all legal matters, from contract negotiations to state authorization, and provides legal guidance to support our operations.
Over the next few days, we will be sharing more detailed information about each function, including specific roles and responsibilities. We will also be organizing departmental meetings to discuss how these changes impact each team and to address any questions you may have.
We have immense potential, and with this new structure, we are poised to unlock it fully. Let's embrace these changes with optimism and a shared commitment to excellence.
Thank you for continuing to push us forward!
Andrew
Email from Jess Wang on 1/22:
Hello Student Engagement,
I am looking forward to working with you as part of the new Student Experience Team within the Degree Segment. So far, I have seen a lot of benefit from the focus this structure provides us as a business. There are clear paths toward our short-term financial goals and toward our long-standing dedication to our students.
The phrase you will hear over and over again is “back to basics”. Degrees have been our cornerstone at 2U and we have such immensely smart and dedicated professionals on our team who know how to create value for our students.
I am honored to be working alongside Brian and Dom to continue the momentum begun by them, Dobbs and all of you. I look forward to going from strength to strength together.
In the coming days and weeks, I will be doing some deep dives with Dobbs, Brian, Dom and other leaders to learn more about the team and key data we use to meet our goals. Then, look out for an invitation to an all-team meeting in the next couple of weeks where we will highlight goals and outcomes for the year.
I appreciate your patience through what has been a challenging several weeks and months at 2U. I hope with transparency and notable successes, we create a new way forward together.
Jess
Care to share the email?