Coursera CEO, Rick Levin: Leaders Must Communicate Their Vision | Summary and Q&A

Transcript

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Summary

In this video, Rick Levin, former president of Yale University and current CEO of Coursera, discusses his experience in leadership at Yale, his transition to Coursera, and his thoughts on the future of education. He shares insights about addressing challenges at Yale, such as financial deficits and strained relationships with faculty, and emphasizes the importance of infrastructure investment and urban outreach. Levin also talks about his belief in the power of technology to democratize education and the potential for Coursera to reach millions of learners worldwide. He discusses the need to balance the interests of universities, learners, and the business community and the challenges of decision-making in a fast-paced startup environment. Levin concludes by addressing the opportunities for disruption in education and encourages students to join startups and make a difference in the field.

Questions & Answers

Q: How did Rick Levin address the challenges he faced as president of Yale in 1993?

Rick Levin addressed the challenges at Yale by focusing on major initiatives outlined in his inaugural address, such as infrastructure investment and urban outreach. He recognized the decaying infrastructure and problematic nature of the city of New Haven and the negative impact it had on Yale's reputation and market-share. He prioritized the need for investment in infrastructure and the city, and also emphasized the importance of internationalization and redressing the balance of Yale's strengths and weaknesses.

Q: How did Rick Levin win support for the urban citizenship project in New Haven?

Rick Levin won support for the urban citizenship project in New Haven by focusing on winning the trust and support of community leaders, the political apparatus, and other community organizations. He encouraged every dean of every school to have urban outreach as part of their job description and to involve students and faculty in various initiatives. Through volunteerism and mobilizing existing efforts, Yale began to win the hearts and minds of the community, showing that the university was invested in helping the city and being a participating citizen. This eventually led to the opportunity for Yale to buy and redevelop downtown New Haven.

Q: How did Rick Levin create a vision and consensus among the faculty at Yale?

Rick Levin created a vision and consensus among the faculty at Yale by articulating a clear and coherent vision, testing it with key people before widely communicating it, and then engaging in extensive communication and discussion with skeptical audiences. He emphasized the importance of being open and responsive to suggestions and change, while also staying true to the core vision. He recognized that faculty members are rational and independent, therefore persuading them was possible with a compelling argument.

Q: How did Rick Levin make the decision to open a campus in Singapore and handle the criticism regarding human rights concerns?

Rick Levin made the decision to open a campus in Singapore based on the changing world and the demand for critical pedagogy and focus on critical thinking, which Asia lacked. Despite human rights concerns, he believed Singapore was a suitable environment for a liberal arts college due to its reputation as a multicultural oasis with universities that promoted free speech and academic freedom. Yale negotiated a contract with the Singaporean government to protect academic freedom on the campus. Although there was criticism, the majority of faculty and students saw the value in the initiative.

Q: How did Rick Levin transition from Yale to Coursera?

After retiring from Yale, Rick Levin initially planned to have a portfolio of activities, including teaching, serving on boards, and public service commissions. However, he was approached by Kliner-Perkins to consult for Coursera and was convinced that his experience and skills as a leader could help take the company to the next level. He was drawn to Coursera's mission of democratizing education and recognized the opportunity to reach millions of learners worldwide. The alignment with his focus on internationalization and his previous involvement in online education made it a natural transition.

Q: What is Coursera's approach to addressing the primary users of MOOCs being college-educated white males?

Coursera is actively working to promote outreach to populations that may not have had access to education before. While it's not surprising that highly educated and affluent individuals are the primary users initially, Coursera recognizes the need to reach a broader demographic. They are partnering with organizations like US embassies to provide access to people who don't have the necessary bandwidth and are optimizing for mobile use. Coursera believes that as technology and access improve in developing countries, more diverse users will be able to benefit from their platform.

Q: How does Rick Levin balance the interests of universities, learners, and the business community at Coursera?

Rick Levin believes that to succeed, Coursera needs to consider the interests of all three stakeholders. They prioritize the learner experience by designing an attractive platform and investing in good pedagogy. They also value their partnerships with universities and focus on providing high-quality content from renowned institutions. Additionally, Coursera recognizes the value of the business community and is working on providing credentials and support for skill development. Overall, Coursera aims to create social value and make a difference in education while also sustaining their business model.

Q: How has Rick Levin's leadership style evolved from leading Yale to leading Coursera?

Rick Levin's leadership style has evolved in certain aspects, but many principles remain consistent. He emphasizes the importance of having a clear vision, communicating it effectively, and picking the right people for the right roles. In a startup environment like Coursera, decision-making and product development require a faster pace and more rapid iteration. He acknowledges the need for quick decision-making and the willingness to take risks. However, he also emphasizes that the basic principles of leadership, such as listening, delegating, and organizing people, remain the same regardless of the organization or industry.

Q: How does Coursera balance profitability with organizational values in education?

Coursera balances profitability and organizational values by focusing on its mission of democratizing education. While Coursera does generate revenue through verification and certification, it recognizes that the scale of revenue from this source is not a game-changer for universities. The main focus is on reaching more learners and providing value to them. Coursera also works with universities to improve on-campus teaching and support their goals. The organization values the social impact of education and aims to leverage technology to benefit society. Balancing profitability with values is an ongoing challenge, but ultimately, Coursera's mission of education accessibility takes precedence.

Takeaways

Coursera, under the leadership of Rick Levin, aims to democratize education and reach millions of learners worldwide. Their platform offers the opportunity to amplify the impact of universities and enhance the learning experience. By partnering with renowned institutions, Coursera provides high-quality content and promotes outreach to diverse populations. While disruptive changes in the education system may still be on the horizon, Coursera focuses on adding value to traditional education and embracing the potential of technology. Students are encouraged to join startups and contribute to the field of education, making a difference in society.