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Helping the Education Industry Learn and Ascend the Digital Technology Curve

All players in the learning ecosystem – educational publishers, institutions of learning and educational technology providers – need an efficient and quick way to evaluate new technologies. By rapidly identifying high-impact technology trends that drive learner-centricity, companies can pilot innovations that show value quickly or move on to other opportunities.

DIGITAL SYSTEMS & TECHNOLOGY

July 2017

2 | Helping the Education Industry Learn and Ascend the Digital Technology Curve

Digital Systems & Technology

EXECUTIVE SUMMARY

New technology trends appear with breathtaking rapidity in a world hungry for innovation.

In the education industry, publishers, institutions and technology providers are struggling

to find ways to adopt the learner-centric new tools and techniques that will help them

improve student experience and outcomes. But most of these organizations lack evaluation

methods that take into account technology’s various facets, including maturity level and

the dimensions of learning: space, schedule, style and supplement.

Our 4Si Framework provides a pathway from the constant barrage of new technologies.

The 4Si Framework helps education companies answer these key questions:

• How does an emerging digital technology trend affect learning effectiveness?

• How do we transform our current product or service offering into a next-generation

product using emerging digital technologies?

• How can we select digital learning products that most effectively leverage the emerging

technology trends?

• How can we become more learner-centric?

For education companies, structuring the analysis of which technologies to deploy is a

major advantage, enabling them to make the right call at the right time.

The 4Si Framework helps education organizations minimize risk, which is more important

than ever in today’s volatile environment. Using the 4Si Framework to identify the most

fruitful technology trends for learning allows organizations to think big (while starting

small) and fail fast, scaling projects that work.

Players in all segments of the education industry are now making critical decisions as to which technologies to leverage to meet their objectives. But it can be difficult to evaluate individual technologies. Education providers know they cannot afford to experiment with and invest in every new technology that comes along.

3Helping the Education Industry Learn and Ascend the Digital Technology Curve |


AN INDUSTRY IN FLUX

Digital disruption has hit the education industry with a vengeance. Today’s students demand more

flexible, personalized models of learning. As a result, educational providers are scrambling to leverage

digital technology that enables innovation. (See our white paper, “Managing Innovations and Student

Expectations: Going Beyond the Roadmap.”) Institutions are under pressure to provide a much more

comprehensive user experience.

New digital technologies applied to education such as virtual reality (VR), cognitive computing and

artificial intelligence (AI) are changing how learning is delivered, paving the way for next-generation

digital-learning products. The significance of these digital technology trends is potentially enormous.

Numerous players within the learning ecosystem are working together to improve the efficacy and

efficiency of learning and maximize value to the learner:

• Educational publishers offer content for the educational market, including schools, institutions of

higher education and providers of professional training. Educational publishers offer products and

services to promote learning, including traditional course materials, digital content and online

tools.

• Educational institutions range from K-12 public and private schools to universities and providers

of professional education.

• Learning technology providers: These organizations are advancing the innovative technologies

that are changing the way learning is being delivered today, including massive open online courses

(MOOCs), virtual learning environments (VLEs), computer-based tests, adaptive learning and

immersive learning.

The lines of distinction among these entities are blurring and all the types of players in the education eco-

system are drawing closer together (see Figure 1, next page). Textbook publishers are now adding digital

learning products to their portfolios. Traditional universities, formerly solely embodied in bricks and mortar,

now all have significant online learning components, with some even lending their faculty to MOOCs.

Players in all segments of the education industry are now making critical decisions as to which tech-

nologies to leverage to meet their objectives. But it can be difficult to evaluate individual technologies.

Education providers know they cannot afford to experiment with and invest in every new technology

(whether or not specifically geared to learning) that comes along. They need a methodology they can

use to evaluate each new technology’s level of learner-centricity, relative maturity, degree of poten-

tial impact and level of innovation.

| Helping the Education Industry Learn and Ascend the Digital Technology Curve4

New digital technologies applied to education such as virtual reality (VR), cognitive computing and artificial intelligence (AI) are changing how learning is delivered, paving the way for next-generation digital-learning products. The significance of these digital technology trends is potentially enormous.

https://www.cognizant.com/InsightsWhitepapers/its-time-for-learning-to-go-back-to-school-next-generation-approaches-enrich-the-student-experience-codex1001.pdf

https://www.cognizant.com/whitepapers/Managing-Innovation-and-Student-Expectations-Going-Beyond-the-Roadmap-codex1590.pdf

https://www.cognizant.com/whitepapers/Managing-Innovation-and-Student-Expectations-Going-Beyond-the-Roadmap-codex1590.pdf

https://techcrunch.com/2016/01/23/when-virtual-reality-meets-education/

http://www.je-lks.org/ojs/index.php/Je-LKS_EN/article/view/1185

http://www.npr.org/sections/ed/2016/03/16/470011574/what-artificial-intelligence-could-mean-for-education

https://techcrunch.com/2016/01/23/when-virtual-reality-meets-education/

http://www.je-lks.org/ojs/index.php/Je-LKS_EN/article/view/1185





Our 4Si Framework aims to help educational players do just that, serving as a pathway out from the

chaos of a constant barrage of new technologies. The 4Si Framework helps education companies

answer these key questions:

• How does an emerging technology trend affect learning effectiveness (i.e., if we deployed it, to

what degree would it increase learning effectiveness)?

• How do we transform our current product or service offering into a next-generation product using

emerging digital technologies?

• How can we select digital learning products that most effectively leverage the emerging technol-

ogy trends?

• How do educational providers become more learner-centric?

Overlapping Categories in the Learning Ecosystem

Education Providers • Pre-K and K-12• Colleges and Universities• Professional, Voluntary

and Involuntary Institutes• E.g., Kidzee, Harvard, LBS

Technology Providers

• Learning Management• Enterprise Applications• Education Technology

Education Publishers • Textbook Publishers• Journals and Magazines• Curriculum Designers• E.g., Pearson, Macmillan,

HMH

Training, Testing and Assessment • Coaching and Training

Institutes• Testing Agencies• Assessment P,roviders• E.g., Cambridge

Assessment, etc.

Professional Associations • External Certifying Agencies• Education Associations• E.g., CFA Institute

Partnership

Coop

erat

ion

Alliance

Collaboration

Relationship

Education Ecosystem

Figure 1

To remain relevant, institutions must discard their traditional three- to five-year technology roadmaps and adopt a robust technology infrastructure and planning strategy that will accommodate ongoing innovation.

THE INNOVATION IMPERATIVE

Organizations in the educational ecosystem need to innovate especially quickly as digital devices and

experiences rapidly upend learner expectations. Yet many institutions of higher learning have not

kept pace with student demands for more convenient, customized experiences delivered on their

device of choice. To remain relevant, institutions must discard their traditional three- to five-year

technology roadmaps and adopt a robust technology infrastructure and planning strategy that will

accommodate ongoing innovation.

By contrast with traditional software development practices, innovation in the learning ecosystem

moves from free-range ideation, to identifying discrete opportunities, to quickly abandoning ideas that

don’t work and rapidly scaling up initiatives that succeed. This pathway is more flexible and enduring

than a roadmap to launch engaging student experiences delivered through digital innovation.

THE ‘FOUR ESSES’: DIMENSIONS OF LEARNING

Traditionally, the learning environment – where it takes place, when, how and with whom – has been

constrained by time and physical space. That is no longer true. The four pillars of the classic learning

environment have changed:

• Space: Up until recently, the classroom has been virtually the only place to acquire knowledge.

This is how education has been transmitted since the beginning of pedagogy. The educational

institution – for example, the school, university, teachers, administrators – would establish a phys-

ical space – a classroom, amphitheater or laboratory – where the teaching and learning would take

place. This became the locus of ideas and thoughts, where questions were considered and learning

occurred. Now, by contrast, learning can occur almost anywhere in the world, at any time. Thanks

to the widespread use of modern communications technologies, the boundaries of space have

been broken.

• Schedule: As with the classrooms, the boundaries of time were also set by the educational provid-

ers concerning when learning would occur – the timetable for learning. In a limited space, usually

within a narrow one- or two-hour schedule, the learner was expected to acquire the desired skills.

Digital-enabled learning modalities expand those boundaries. Learners can pick up materials when

they have time and are so inclined. Self-paced learning transcends the boundaries of time. Any-

time learning offers the flexibility to learn and practice as many times as needed to master the

skills when needed.

• Style: Traditionally, teachers enabled learning for their students in the class. Assignments, quizzes,

assessments have been the common tools teachers use to ensure learning happens at the desig-

nated time and place. One person, the teacher, stands in the center of the space; students are seated




and they take in the material being presented by the teacher. Now, there can be multiple teachers – or

no specific teachers, in the case of peer learning – and interactive technologies to support a variety

of learning styles. And with open education resources, it is not always clear who the teachers are – if

any – and where the educational materials come from.

• Supplement: Teachers typically use resources and tools such as textbooks, reference materials,

projects, quizzes, tests and activities to supplement the learning process. These supplemental

activities have traditionally occurred in a limited space and on a predefined schedule, bolstered

by supplemental materials that help ignite learning. Learning supplements such as textbooks

required long lead times to create, which affects how learning can happen. A newly renamed

country might not appear with its fresh moniker on a classroom globe for years after the change

occurred. Digital technology, of course, changes all that. A wide range of open educational

resources (OER) are available without charge, changing the game for learners who struggle to

pay for learning materials.

Now, there can be multiple teachers – or no specific teachers, in the case of peer learning – and interactive technologies to support a variety of learning styles.INTRODUCING THE 4Si FRAMEWORK

Working along the four dimensions of learning delivery, we have created a framework that helps to

assess the technology trends that form a foundation for digital transformation.

The 4Si Framework helps educational organizations achieve the following objectives:

• Assessment of technology trends.

• Identification of the maturity of each technology trend.

• Evaluation of the innovation maturity of the technology trend (as correlated to commercial

maturity).

• Establishment of a 4Si technology trend baseline map for each trend.

Educational publishers, institutions and technology providers can use the 4Si technology trend base-

line map to evaluate the impact of technological trends on their current offerings, as well as to help

them plan for the future.

The key issue that all publishers, educational institutions and educational technology providers are

trying to address is, simply, how to make their offerings more learner-centric.

The principle of learner-centricity positions the learner at the center of the holistic learning process.

The where, when, what and how of learning become personalized toward the learner with the goal of

achieving the desired learning outcomes. Learner-centricity is achieved when the technology or trend


addresses the needs of the learners across the four dimensions – space, schedule, style and supple-

ment – while also being innovative. Here, innovation is focused on student engagement and improving

learning outcomes.

As Figure 2 reveals, the learner is at the center, with concentric circles representing the degree of

innovative maturity (blue for low, yellow for medium and green for high), as well as the four learning

dimensions helping to determine the learner-centricity of each technology trend. The closer the score

is to 0, the closer it is to learner-centricity.

Educational publishers and institutions need to understand the impact of the technology trend on the

four dimensions of learning. The dimension maturity framework (see Figure 3, next page) helps to

answer the key question: “Which dimension(s) of learning are impacted by the technology trend

(space, schedule, style, supplement)?” This analysis will reveal how the technology trend is impacting

the learning process – the where, when, what and how.

The 4Si Maturity Index

Space

Style

Schedule

Supplement 0

0.5

1

1.5

2

2.5

3

Figure 2

Learner-centricity is achieved when the technology or trend addresses the needs of the learners across the four dimensions – space, schedule, style and supplement – while also being innovative.



Figure 3 also defines dimension maturity values (low, medium and high) for the four dimensions.

These maturity values are indicative of the degree of learner-centricity exhibited by the technology

trend. The dimension maturity values have associated colors (blue for low, yellow for medium and

green for high) as well as numeric values.

The innovation maturity framework depicted in Figure 4, next page, helps to answer the key question:

“How innovative is the technology trend?” It defines innovation maturity values (low, medium and

high) based on three stages (adoption, availability and application). The innovation maturity values

have associated colors (blue for low, yellow for medium and green for high) as well as numeric values.

Rating the Dimension Maturity of the Technology Trend

Blue Yellow Green

Low (3) Medium (2) High (1)

Space Purely physical:

A classroom or a lab

– where the physical

presence of the learner is

needed.

Hybrid space:

A combination of physical

and virtual spaces where

there are some dependen-

cies on the physical world.

Anywhere learning:

Driven by the location

of the learner. Uncon-

strained by the bound-

aries of any particular

location.

Style Sage on stage:

A teacher in a classroom

sharing her thoughts and

using her skills to try to

improve the learning out-

comes of the learners.

Limited interaction:

An environment where

the teaching is offered

in a curated predefined

format. It includes inter-

actions among learners to

enhance learning but the

boundaries of learning are

defined.

Collaborative:

An environment that in-

vites the interaction and

sharing of ideas among

the learners. The teacher

acts as a facilitator/cen-

tral pillar for ideation and

collaboration.

Schedule Bounded by time:

A class timetable sets

bounds on the time to

learn and understand.

Predefined pace:

An environment that may

move beyond the bound-

aries of a fixed timeta-

ble, but the pace is still

predefined.

Self-paced:

An environment that

allows the schedule and

pace of the learner to

enable better outcomes

of learning.

Supplement Print only:

This relates to the method

of print media (textbooks

and magazines) to aid

learning.

Digital:

Media that has been

shaped to fit to the dig-

ital offerings (including

e-books and audio books).

Interactive/adaptive:

Media that maps to the

needs of the learner to

enhance personalized

learning.

Figure 3



The 4Si framework utilizes a three-step process, evaluating each technology in terms of stage of adop-

tion, availability and application quotient and giving it a numerical score on a scale of 1 to 3 (see Figure

5, next page). For example, with adoption, a score of 1 indicates it is so innovative there are likely few

service providers (SPs) so debuting a product based on that technology might place you in a cost disad-

vantage. As discussed, innovation is another dimension of analysis that transcends the 4Sis.

As Figure 5 relates, the maturity index is classified from low to high with respect to learner-centricity

and depicted by colors – the same ones as in Figures 3 and 4: blue for low, yellow for medium and

green for high.

Figure 6, next page, illustrates the 4Si assessment of a sampling of technology trends conducted by

our education research team. (This assessment reflects one point in time. The analysis might well

change over time, depending on market drivers.)

Rating the Innovation Maturity of the Technology Trend

Blue Yellow Green

Low (3) Medium (2) High (1)

Adoption

stage

Highly standardized:

Standard procedures

have been defined and

implementation is toward

gaining efficiencies.

Similar business cases

have been implemented in

multiple places.

Fairly standardized:

The business processes

are getting defined and

standard processes

are shaping up for

implementation. But few

relevant business cases

are available yet.

Innovation:

The use cases for

business application of

the technology need to

be explored. So far, the

trend has limited usage.

Availability Enough service

providers:

Many service

providers (SPs) are

providing support for

implementation. Cost

plays a big role in choice

of SP. Market proven.

Few service providers:

A fair cost benefit can be

achieved. Market success

and failure may have been

tested.

Limited service

providers:

The number of SPs is

very limited. The cost of

implementation may be

higher. ROI may not be

defined at this stage.

Application Evolve:

This trend is being used

across industries and has

been there for quite some

time.

Experiment:

This trend has been

around for a while. There

has been excitement in

the market and relevant

use cases are being

explored.

Disrupt:

The industry experts

consider this trend

innovative and disruptive

in how things are done

currently.

Figure 4



4Si’s Baseline Analysis of Technology Trends 2017

February 2017

Dimension MaturityInnovation Maturity

Technology Trend

Space Style ScheduleSupple-ment

Virtual Reality

2 3 2 2 2

Cognitive Computing

2 2 1 1 2

Gamifica-tion

1 3 1 2 3

Learning Analytics

2 3 1 2 2

OER 1 2 1 1 1

E-textbooks 1 2 1 2 2

Figure 6

The 4Si Framework at a Glance

Space

Style

Schedule

Supplement 0

0.5

1

1.5

2

2.5

3

DIMENSION MATURITY

This helps in defining the maturity scales for each dimension. Goal is to achieve learner-centricity.

INNOVATION MATURITY (MARKET LINKED)

This helps in defining the innovation maturity based on adoption level, availability to service providers and application.

4Si FRAMEWORK

Innovation

4Si Maturity Index

Figure 5

The baseline

is achieved by

analyzing the

technology

trends by

dimension

and

innovation

maturity.



4Si Framework Assessment of Virtual Reality

To get a better idea of the 4Si Framework in action, we’ll evaluate the virtual reality (VR) segment (see

Figure 7).

For innovation maturity, VR has a limited number of service providers, with an increasing level of

business process standardization. With greater adoption, more standardization and service players

would be available. At this stage, we place it at the middle of the innovation matrix.

• Space: VR as a technology is dependent on the space for the offerings related to learning objects

– for example, getting VR content related to stars, nature and planets for a science class. We cur-

rently are in a state where offerings of VR for learning are in a hybrid space. Real learner-centricity

will be achieved when we have the technology enabling the anywhere learning beyond the bound-

aries of limited space. Hence, we gave VR a value of 2 for this dimension.

• Style: Current VR technology is limited to sharing information only. It is based on a predefined

method of learning, more like a piece of curated information with a specific objective. Real learn-

er-centricity would require a thoroughly collaborative way of imparting learning, where educators

and learners can cooperate and enhance learning through scenarios and critical thinking concepts.

Thus, we gave it a score of 3 for this dimension.

• Supplement: VR for learning is digital content. But the next level of interactive and adaptive con-

tent needs to be generated to improve learner-centricity. Considering its current state, we gave VR

a value of 2 for this dimension.

• Schedule: Using VR as a learning technology is based on a predefined pace. As more adaptive and

collaborative content comes into play, the degree of learner-centricity will evolve. This level would

enable the learner to have immersive learning at his own personalized pace and time zone. Another

score of 2.

4Si Baseline Analysis of Virtual Reality

Space

Style

Schedule

Supplement

Innovation

Learner-centricity

Figure 7



Gamification

Our 4Si evaluation of gamification technology is shown in Figure 8. As for innovation maturity,

gamification is highly standardized, with enough service providers to cater to market needs. It is

on downward curve on innovation, however. Hence, we placed it on the lowest level of innovation

maturity.

• Space: Being digital in nature, gamification enables anywhere learning. Hence from the space

aspect, the use of gamification in learning is at the level of anywhere learning, as it is embedded

into a learning method and is independent of the space.

• Style: Gamification for learning at this stage is with a predefined objective and follows the “Sage

on Stage” approach. To move more toward learner-centricity, the supporting technology must

balance engagement and effectiveness.

• Supplement: The current state is digital, hence we place the current value as central. Once the

adaptive nature of content is provided, gamification nears learner-centricity.

• Schedule: Gamification as a technology enables anytime learning. Hence, from the schedule

aspect, it is embedded into a digital learning method and is at the level of self-paced from a

learner-centricity perspective.

4Si Baseline Analysis of Gamification

Space

Style

Schedule

Supplement

Innovation

Learner-centricity

Figure 8


Cognitive Computing

When it comes to innovation maturity, cognitive computing as a technology is a niche, with limited

service providers (see Figure 9). The processes of implementation are becoming standardized. Since

cognitive computing appears to be the future of learning, we placed it on the central value in our

chart.

• Space: Currently, cognitive computing is inching toward learner-centricity, with few dependencies

of environment or space (e.g., research labs are used along with unconventional learning environ-

ments such as space and nature). Once the external environment can be better controlled and

scenario-based cognitive-computing-enabled learning is gained, learner-centricity is achievable.

• Style: The current state of cognitive computing is limited to interaction. It is much beyond the

“Sage on Stage” model and has already set the initial level of interaction where machine learning

(ML) and natural language processing (NLP) have started giving shape to learning methodologies.

Adaptive learning is an example. Thanks to algorithms, content is tailored to the learner’s inputs

and behavior. Once the data stores are enriched, organizations can deliver more collaborative

learning content that is personalized and adaptive. This moves them closer to learner-centricity.

• Supplement: Cognitive computing is a key enabler of adaptive content delivery, which helps the

learner with content based on the scenarios and the needs of the learner. This trend leads to learn-

er-centricity.

• Schedule: Cognitive computing fits the needs of the self-paced learner. With the dimensions being

very close to learner-centricity, cognitive computing will positively impact learning outcomes.

When it comes to innovation maturity, cognitive computing as a technology is a niche, with limited service providers. The processes of implementation are becoming standardized.

4Si Baseline Analysis of Cognitive Computing

Space

Style

Schedule

Supplement

Innovation

Learner-centricity

Figure 9



Figure 10 shows how to use the 4Si Framework to assess a technology trend or digital learning product.

Our 4Si Framework also helps educational providers benchmark specific technology trends. The assess-

ment takes the maturity of the innovation and the dimensions of space, style, supplement and schedule

into consideration. Once this step is completed, the provider can compare results against 4Si baseline

values for 2017. This comparison will help the organization to create a transformational roadmap using

technologies that will be the most significant for its learners.

Once the roadmap is established, your organization should aim to adopt the “fail fast” model, in which

we suggest a pilot implementation for one or two offering areas allowing you to see the benefits or shut

it down. Once the pilot phase is successful, the next step is to execute the complete transformation plan.

The 4Si Framework also helps the educational provider identify which technology trend to focus on,

based on innovation and learner-centricity.

For example, if a university wants to automate the full lifecycle of its operations, from enrollments to

courses to student services to alumni and lifelong learning, it will need to identify how such an initiative

impacts the different dimensions of learning and which specific technologies will be needed to achieve

its goals.

The framework can also be used to identify important learning outcomes as defined through 4Si. And if

a learning provider has already implemented a technology, there is still value in assessing it based on

4Si, discovering key gaps, how learning is (or is not) enhanced, how content is being delivered, how

learning is being managed and any other activities.

For instance, universities may have discrete systems for digitizing records. But these systems may not

be connected seamlessly to enable automated processes. The 4Si Framework can be used to determine

the specific technologies needed for the university to bring the seamless automation of these pro-

cesses, as well as any effects on learning.

How to Use the 4Si Framework

Digital Transformation

Journey

Implement the recommendations to close the gaps identified using the 4Si Framework.

Assess and Map Test and Pilot Scale and Transform

Assessment of digital learning product using 4Si Framework:

• Identify the key technology trend. • Assess its dimension maturity and

innovation maturity.• Compare with the 4Si Technology

Baseline Map released by Cognizant Education.

• Plan the transformation journey for gaps identified using the 4Si framework.

Use the 4Site Tool Kit provided by Cognizant Education.

Plan the transformation of the digital learning product for learner-centricity and innovation.

Figure 10



A TOOL FOR TREND EVALUATION

The 4Si Trend Evaluator (4Site) is a tool for educational publishers, institutions and learning technol-

ogy providers and for anyone who needs to evaluate the learner-centricity and innovation of a digital

product.

The 4Site tool helps educational ecosystem players:

• Identify the gaps within their digital learning products with respect to learner-centricity.

• Identify areas that should be piloted.

• Plan the transformation journey based on desired learning outcomes and 4Si technology trend

analysis.

The 4Site tool utilizes the baseline values for the various technology trends that we have derived (see

Figure 5, page 11).

Our 4Site tool works as follows:

• Identify the key technology trend to assess.

• Select the key technology trend in the 4Site Baseline section. On selecting the trend, the baseline

values get populated. Also, the 4Si Maturity Chart is populated as per the baseline values. (We

provide baseline values.)

• Assess the technology trend for your digital product based on the four dimensions of space, sched-

ule, style and supplement, along with the technology trend’s innovation maturity.

» The assessment can be performed using the dimension maturity rating (Figure 2) and the inno-

vation maturity rating (Figure 3).

• Enter the assessment values into the 4Site tool. The 4Si maturity chart will then show the follow-

ing:

» Gaps in results from the assessment and the baseline for the four dimensions and innovation.

» How far or close you are from learner-centricity and in which dimension(s).

• Define and prioritize your organization’s digital learning product journey using the results from

your 4Site assessment.

Click here to access the 4Site tool.

https://www.cognizant.com/perspectives/a-framework-for-picking-digital-educational-tools

Quick Take

A Deeper Look: 4Si Evaluation Scenarios

SCENARIO ONE

AN EDUCATION PUBLISHER ASSESSES DIGITAL READERS

Working with a publishing company, we used the 4Si Framework to guide its decision about

what to do with multiple e-reader platforms that the organization had gained through

acquisition.

The 4Si Framework analysis

yielded interesting insights, including answers to these

questions:

• How similar are the different digital reader platforms?

• What potential enhancements should be made?

• How can learner-centricity be achieved?

Using the 4Si Framework, we helped the publisher derive

a next-generation digital reader matrix against which all

the existing digital readers platforms could be compared

and unified. We created a roadmap and implementation

plan for a next-generation digital reader platform. This

utilized the matrix generated during the pilot stage.

Potential benefits, once implemented, include:

• Ease of development and maintainability.

• A unified experience to global learners.

• Cost savings on development and maintenance

efforts.



Quick Take

SCENARIO TWO

AN EDUCATION TECHNOLOGY VENDOR ASSESSES DIGITAL LEARNING DELIVERY

Educational technology providers have an administrative tool to manage their business

processes along with digital learning delivery. For specific business needs, the buy-vs.-build

decision is critical. We performed an assessment for an education technology provider

using the 4Si Framework.

The 4Si Framework analysis yielded interesting insights

about the following:

• Identification of specific aspects of the four dimen-

sions that would enhance learner-centricity.

• Prioritization of development offerings with learn-

er-centricity as the focus.

• Convergence of digital and human interactions to

enable holistic learning.

Using the 4Si Framework, we helped the digital product

development team prioritize the product features with a

go-to-market roadmap. This helped them make a build-

vs.-buy decision. We also created a new-feature roadmap

and incremental product development plan. Potential

benefits of this plan, once implemented, include:

• Prioritization of offerings as per go-to-market plan.

• Achievement of learner-centricity.

• Digital and human convergence points with focus on

teachers, parents and students.


LOOKING AHEAD

The world of education will be very different for the next generation of learners than it was for most

everyone reading this white paper. When these young people move to university in 2030, education

will look very different, unbound by the constraints of time and space and including a wide array of

learning modalities, materials and teachers.

No one can say exactly how education will take shape in the next few decades. But the ability to bring

structure to the process of determining which technologies to deploy is a major advantage. Making

Quick Take

SCENARIO FOUR

ASSESSING A DIGITAL LANGUAGE LEARNING SOLUTION

Cognizant Education assessed a new product for English language learning (ELL) using the

4Si Framework.

Our 4Si Framework analysis

yielded interesting insights, including:

• Learners’ needs for a new ELL product.

• How the solution would align with the learner-centric-

ity and innovation needs of learners.

Based on the recommendations of the 4Si Framework,

we created a proof of concept for the ELL solution using

immersive technologies. The proposed solution:

• Addresses learner needs in all four dimensions.

• Serves the demand for innovation in solutions target-

ing for the current generation of learners.

• Was launched in beta mode and received validation.

Based on the market sentiment and 4Si Framework out-

comes, we established a roadmap for the new product.

The product roadmap comprises technology trends

including AI, gamification and VR.

Quick Take

SCENARIO THREE

AN EDUCATIONAL INSTITUTION ASSESSES STUDENT EXPERIENCE

In this scenario, we assessed a student experience platform using the 4Si Framework. First,

we created a survey targeted to the students of Australian universities based on functional

needs and technical expectations for higher education, thus identifying the key technology

trends based on the survey results.

We then mapped outcomes from the survey against the

4Si Framework result with a focus on learner-centricity

and innovation maturity. We compared this result with

the 4Si Technology Baseline Map released by Cognizant

Education.

The 4Si Framework analysis yielded interesting insights,

including answers to these questions:

• In which dimensions do students need automation?

• How do higher-ed institutions perceive their student

experience needs?

• In what additional areas can automation enhance stu-

dent experience?

The analysis helped identify the gap in institutional under-

standing vs. student expectations of student experience. It

also helped articulate student needs and the extent of the

automation that would enhance student experience,

including workflow automation for all student services,

such as onboarding, advisory and career readiness.



the right call at the right time is key. If you wait too long, your organization is late to the game. If it’s

too early, your organization might be an early adopter of something that later fails.

The first steps on your technology trend assessment journey:

• Start by identifying three to five technology trends creating buzz in your industry.

• Create a list of your organization’s products or services that need to be enhanced for future use.

• Build a timeline to assess the designated technology trends using your organization’s favorite

framework or tool of choice, such as the 4Si Framework and the 4Site tool.

The 4Si Framework gives organizations in the educational ecosystem a way to minimize the risk sur-

rounding new technologies and make informed judgments using a structured method. This approach

makes the necessary space for innovation, the ability to think big but start small and fail fast, scaling

projects that work. The 4Si Framework is your compass, clearing your pathway through the forest of

new technology introductions.


Venkat Srinivasan leads Cognizant’s Education Practice. He is a

trusted advisor to higher education industry leaders with over

25 years of experience helping clients with business strategy,

innovation and technology enablement. Venkat has a consistent

track record of delivering value to clients and building the practice.

His areas of interest and research include higher education, online

learning, student retention analytics and digital technology

disruptions for schools and universities. Venkat can be reached at

[email protected].

Manoj Chawla is a Senior Manager within Cognizant’s Education

Practice. He has served global customers in the higher-ed, K-12

and continuing education spaces. In these different roles Manoj

has helped customers define and develop learner-centric digital

solutions. His areas of expertise include digital strategy, solution

envisioning and process consulting. A Certified Scrum Product

Owner (CSPO), Manoj also holds an M.B.A. from Great Lakes Insti-

tute of Management and an engineering degree in electronics.

Manoj can be reached at [email protected].

Venkat Srinivasan Leader, Education Practice

Manoj Chawla Senior Manager, Education Practice

ABOUT THE AUTHORS

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mailto:Manoj.Chawla%40cognizant.com?subject=

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Cognizant (NASDAQ-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innova-tive and efficient businesses. Headquartered in the U.S., Cognizant is ranked 205 on the Fortune 500 and is consistently listed among the most admired companies in the world. Learn how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant.

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