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94 DESIGN007 MAGAZINE I JULY 2020 based learning, this recognition has not trans- lated into action. Work-based learning partner- ships require both companies and colleges to move out of their operational comfort zones and commit resources to the effort. Colleges need to take a leadership role in this process not only by defining strategy but also by providing project management. While many col- leges have a faculty member in charge of indus- try relationships, few have a project manager in charge of coordination legwork. Although this additional headcount may feel like an unnec- essary luxury for cash-strapped departments, it is the driving force that allows a joint commit- tee to translate high-level strategy into tactical action. Tapping into company machine shops and industry experts for the price of a program manager saves huge expenses in capital equip- ment and instructors. This small investment in personnel can transform lackluster advanced manufacturing programs into high-octane path- ways that lead to exciting careers in cutting- edge industries (Figure 2). In addition to the program management capacity, college departments need to be flex- ible about the structure of work-based learn- ing experiences. The academic world depends on the standardization of opportunities, sched- ules, and experiences, while the labor market is subject to individual effort, personal luck, and fluctuating organizational requirements. Colleges will need to find a way to accom- modate unpredictable and diverse opportuni- ties within the rigid framework of educational programming. Without this management and flexibility, colleges will continue to box out their most valuable education partners. Similarly, the industry will need to rede- fine its role in education. Participation in the learning process needs to be supported by Figure 2: Flex2Future program manager orchestrating work-based learning activities.