The Future

The Future: How Does The Venture Matrix Scheme Hope To Function In The Future?

In the face of turbulent internal and external environments, it is hoped that the Venture Matrix scheme will continue to evolve, and in ways not previously experienced before.

The perception of technology has improved recently, due to the Covid pandemic, allowing the scheme and the University as a whole to continue operating and supporting stakeholders via digital methods, when face-to-face interaction was not possible. It is seen that this style of working will continue.

Throughout the coronavirus pandemic, it has become clear that online delivery is completely feasible. To facilitate optimal delivery, projects can be completed online, with organisations required to video call/email students, and students completing projects remotely. Alternative digital formats of delivery will also be explored, for example screencasts, zoom calls, Microsoft Teams, as alternatives to face-to-face interactions. Any paper based processes will be completely online and the team will take advantage of automation to become more efficient.

This will allow for increased capacity to work with more students, academics and organisations, developing innovations in curriculum, in line with the University’s Highly Skilled Employment offer. The scheme will lead locally, in the South Yorkshire area, and engaging more globally, with international stakeholders, through the use of digital technology.

That being said, face-to-face working will still hold value in some shape or form. Digital ways of working will need to allow for this.

More agile methods of working will be adopted, transferring reliance on such a small team to undertake Venture Matrix activities and instead spreading these out amongst other teams to spread workload, increase capacity and stimulate innovative practices.

However, without the right people, systems and processes in place, this could result in a scaled down version of the scheme being offered to stakeholders. It may lose its identity and become more of a knowledge exchange experience, or be forced to reduce the quality of the scheme, reverting back to the use of projects as case studies only.

(James Coope, 2020)