Ways of assessing and
dealing with new market
opportunities
Dan Shah
Assistant Director (Policy)
UK Higher Education International Unit
To represent the UK higher education sector
internationally and to empower the sect...
Trends and opportunities in
internationalisation
• Global trends:
– Emerging powers, new markets, growth, increasingly glo...
What markets, for what?
• Jim O’Neill: BRIC (Brazil, Russia, India, China); MINT (Mexico, Indonesia, Nigeria,
Turkey), Nex...
Strategic Fit
Income and talent to UK
from overseas students
Diversity and Sustainability
Time scales and maturity
Improve...
Context and policy
• Sources of support:
– UK Government
– Erasmus +
– International development, DfID
– Investment in sch...
Thank you
daniel.shah@international.ac.uk
www.international.ac.uk
@InternationalUt
Questions for you
• What are your priorities?
• Opportunities?
• How do you want to work with the
sector?
• Learning from ...
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Ways of assessing and dealing with new market opportunities - Dan shah

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Ways of assessing and dealing with new market opportunities - Dan shah

  1. 1. Ways of assessing and dealing with new market opportunities Dan Shah Assistant Director (Policy)
  2. 2. UK Higher Education International Unit To represent the UK higher education sector internationally and to empower the sector to secure maximum value from international opportunities.
  3. 3. Trends and opportunities in internationalisation • Global trends: – Emerging powers, new markets, growth, increasingly global knowledge economy – Competition and collaboration: Other countries investing, new partners for collaboration and competition for mobile students – Policy prominence: European funding for research and mobility, other governments invest in large mobility schemes – Technology: whither MOOCs? • UK universities move to partnership models: • Diversity: all institutions are international in different ways, range of subjects, teaching, research, innovation, international development • Complexity: government programmes, “umbrella” schemes, university partnerships, departments, academics, business, charities, • Partnerships: strategic relationships beyond recruitment
  4. 4. What markets, for what? • Jim O’Neill: BRIC (Brazil, Russia, India, China); MINT (Mexico, Indonesia, Nigeria, Turkey), Next 11 (Bangladesh, Egypt, Indonesia, Iran, Mexico, Nigeria, Pakistan, the Philippines, Turkey, South Korea, and Vietnam). • Currency falls: Rupee, Real, Rupiah, Rouble, Rand, … • IU engagement: China, India, Malaysia, Turkey, Saudi Arabia, UAE, Chile, Qatar, Mexico, Colombia, Brazil, South Africa, Kazakhstan … Recent scoping visits: Libya, Myanmar, Peru, Ecuador, Chile, Argentina Industrial Strategy (HMG) The Shape of Things to Come (British Council) The Shape of Things to Come II (British Council) Emerging Powers?  Brazil  China  Colombia  India  Indonesia  Mexico  Saudi Arabia  Turkey  the Gulf Absolute outbound growth India (71k), Nigeria (30k), Malaysia (22k), Nepal (17k), Pakistan (17k), Saudi Arabia (16k), Turkey (13k) Well above average  Hong Kong  Malaysia  Singapore  UAE Above average  Qatar  South Korea • China • India • Brazil • Turkey • South Africa • Mexico • Chile • South East Asia • Colombia • Kazakhstan
  5. 5. Strategic Fit Income and talent to UK from overseas students Diversity and Sustainability Time scales and maturity Improved research and innovation performance, productivity, reputation TNE Education and employability – peers, staff, outward mobility Partnerships
  6. 6. Context and policy • Sources of support: – UK Government – Erasmus + – International development, DfID – Investment in scholarships • Playing to strengths: competition (or partners?) • Information: IU, British Council, HMG, IU, each other What is an opportunity for you
  7. 7. Thank you daniel.shah@international.ac.uk www.international.ac.uk @InternationalUt
  8. 8. Questions for you • What are your priorities? • Opportunities? • How do you want to work with the sector? • Learning from each other

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