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Universities in a global context:
 Institutional positioning in the
      emerging HE market

       Sir Howard Newby
Dilemmas in HE policy
Governments all over the world wish to :

• Expand participation rates in HE
  (‘massification’)
• Sustain and enhance quality
• Reduce expenditure per student
Changing Faces
Attempts to resolve these tensions involve a
  mix of:

•   Audit
•   Accountability
•   Regulation
•   Planning
Global Excellence
• Globalisation means that quality and
  standards are rising
• Benchmarks are international and not local
  or national
• Global issues provide global solutions
• To be ‘good’ is no longer ‘good enough’
  -expectations are rising even faster
Market Forces
• A more market-oriented HE sector will lead to:
  – greater mission diversity
  – greater segmentation in the hierarchy of institutions
• Identifying your strengths and focusing on them
  is critical
• HEI’s cannot do everything they would wish at
  the level of quality now expected of them by
  external stakeholders
Focus
In the past:
Universities did Teaching and Research

Now, universities are involved in:
Lifelong Learning
Research
Knowledge Transfer
Social Inclusion
Local and regional regeneration
Civil and cultural engagement
Engagement
• The 19th C university involved separation
  from society and the economy – the ivory
  tower
• The 21st C university involves engagement
  with society and the economy
• Hence knowledge transfer (exchange) is a
  crucial function
Knowledge exchange
• Iterative process, not linear
• Partnership and networking, not just IPR
  management
• CPD is central
• Involves L&T not just R
• Stakeholder management, a key process
Stakeholders
• Fee-payers will be more demanding
• Greater transparency
• Client-focus
New wine in old bottles
• Engagement requires different mix of
  leadership, management and
  administrative skills
• Demand-led v Supply-driven
• Market analysis more important
• Building a brand
• Customer focus
Institutional positioning
• What is your distinctive brand?
• Where are you competitive?
• What are your key markets?
Adaptation to demand


How focused, flexible and agile
are you?

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Chiang mai pres howard newby

  • 1. Universities in a global context: Institutional positioning in the emerging HE market Sir Howard Newby
  • 2. Dilemmas in HE policy Governments all over the world wish to : • Expand participation rates in HE (‘massification’) • Sustain and enhance quality • Reduce expenditure per student
  • 3. Changing Faces Attempts to resolve these tensions involve a mix of: • Audit • Accountability • Regulation • Planning
  • 4. Global Excellence • Globalisation means that quality and standards are rising • Benchmarks are international and not local or national • Global issues provide global solutions • To be ‘good’ is no longer ‘good enough’ -expectations are rising even faster
  • 5. Market Forces • A more market-oriented HE sector will lead to: – greater mission diversity – greater segmentation in the hierarchy of institutions • Identifying your strengths and focusing on them is critical • HEI’s cannot do everything they would wish at the level of quality now expected of them by external stakeholders
  • 6. Focus In the past: Universities did Teaching and Research Now, universities are involved in: Lifelong Learning Research Knowledge Transfer Social Inclusion Local and regional regeneration Civil and cultural engagement
  • 7. Engagement • The 19th C university involved separation from society and the economy – the ivory tower • The 21st C university involves engagement with society and the economy • Hence knowledge transfer (exchange) is a crucial function
  • 8. Knowledge exchange • Iterative process, not linear • Partnership and networking, not just IPR management • CPD is central • Involves L&T not just R • Stakeholder management, a key process
  • 9. Stakeholders • Fee-payers will be more demanding • Greater transparency • Client-focus
  • 10. New wine in old bottles • Engagement requires different mix of leadership, management and administrative skills • Demand-led v Supply-driven • Market analysis more important • Building a brand • Customer focus
  • 11. Institutional positioning • What is your distinctive brand? • Where are you competitive? • What are your key markets?
  • 12. Adaptation to demand How focused, flexible and agile are you?