In my co-authored book of 2020 Learning Innovation and the Future of Higher EducationWe wrote about Duke’s learning innovation and lifelong education. One of Lile’s leaders is Quentin Ruiz-Esparza, Director of Digital Product Strategy and Design. I asked Quentin if he would answer my questions about his role, organization and career.
Q: Tell us about your role in learning innovation and lifelong education at Duke. What are the large-scale projects, plans and services you work with and lead?
one: My role as a product strategist is a unique and new position in Lile. It reflects Lile’s intentions for the recent digital education portfolio. Our approach to developing a course or course starts by getting to know our learners and then designing an education that meets their needs.
My team and I design and develop new digital programs through strategic planning, market research and learning experience. In the strategic plan, I work with Duke’s professional schools and academic departments to refine its digital learning strategy. This includes defining a learner audience, developing a learner-centered value proposition and determining the right type of program. At the same time, I lead market research projects to validate learners and employers’ need for program topics and skills. Finally, I oversee the Learning Experience (LX) design team in partnership with Duke University. The LX design team and faculty have created high-quality, inclusive and engaging courses that align with our goals and market data. I really can’t do this job without them!
I’m constantly adapting to shifting priorities and opportunities, but I’m going to share two big moves I’m focusing on now. First, I am working with two campus partners (the Office of Climate and Sustainability and the Office of the Nicholas School of Environment) to develop a non-level sustainability education strategy. Our goal is to equip professionals in various industries to become leaders in sustainability in their fields and organizations. Second, I am managing a learner needs survey that will help Duke better understand our learners – their educational preferences, motivations and needs. I hope this analysis will shape Duke’s future priorities.
Q: Can you help those of us outside understand Lear’s history and mission? Anyone interested in promoting institutional approaches to promote learning innovation learning from their organizational structure and abilities?
one: Lile’s history can be traced back to two different units: Duke Learning Innovation and Duke continues to learn. Both have rich history and explore new ways of serving learners. Duke University Learning Innovation supports teachers to improve teaching through technology, new teaching methods, and data and research. Duke University’s learning innovation also plays a key role in Duke’s online learning and has established partnerships with Coursera. Today, Duke’s Coursera Portfolio is arguably Duke’s biggest effort to increase education opportunities, with 40,000 to 50,000 learners actively participating in the Duke Coursera course every month.
Duke University Continuing Study was founded in 1969. Over time, it creates educational experiences for learners outside traditional college students. These include on-the-job professionals, middle school students and retirees. Duke University continues to research strengthening the university’s ties with its local communities while also attracting learners from around the world.
In 2022, the two units are brought together under the leadership of Yakut Gazi, the first vice provost at Duke to learn innovation and digital education. I think our merger as Lile creates two valuable opportunities for the university. First, in the case of continuing education, perhaps more about the periphery of university work, Lile is now advancing the Central University strategy to educate learners from the preparatory stage to postal caregivers. Second, learning innovation can serve as a catalyst to increase education. Overall, our team has the expertise to transform Duke’s learning experience, education, educational technology and business model to enable more access to education that enriches people’s lives.
In today’s world, I believe this innovative work towards greater educational visits is crucial to universities that demonstrate our value and role in society. Expanding access to education is the greatest opportunity for universities to support social mobility through education, promote leadership in organizations and civil society, and develop learning that enables people to address today’s challenges, from AI to global climate challenges.
Q: Reflecting on your career path, what advice do you have for early-stage vocational education professionals interested in working on digital learning leadership?
one: I will share some ideas that drove my career. First, take the initiative and volunteer to address new challenges in the department. Many of the growth opportunities in my career began with the way I determined that leaders can achieve their goals or mission. I have come up with ideas on how to help, which has enabled me to transform the needs of the department into opportunities to demonstrate my abilities and build greater trust with managers and colleagues.
Second, even if you are happy in your current job, you will regularly explore job descriptions in your field. This might be a list of employees that are viewing open-ended job postings or exploring other organizations. When you discover more senior roles (even jobs you dream of), you identify the abilities you need to develop in order to qualify for the position. Then, create performance goals in your current role, allowing you to develop these skills and experiences.
Third, don’t get lost in your to-do list. Regularly (for example, monthly or quarterly) determine the larger goals you want to achieve at work. Consider what jobs are of the highest value to your department or organization. If the goal is ambitious, break it down into shorter monthly goals so you can keep improving consistently. Such a higher-level goal setting will allow you to build a resume of high impact, strategic achievements (relative to the general responsibility list).
