This document discusses the results of a survey on the paradoxes facing higher education in India. It finds that while there is high demand for higher education, many institutions are small and not growing enrollment significantly. It also finds a disconnect, as faculty report issues like lack of skills but institutions report being satisfied with performance. The document suggests institutions need to rethink growth strategies, improve industry partnerships, and focus more on performance management to help address India's needs and skills gaps.

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PARADOXES OF HIGHER EDUCATION SURVEY

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INDIA ECONOMY
CORRELATIONS TO GDP
EDUCATION
COMPETITIVENESS
INNOVATION
PARADOXES SURVEY
CHALLENGES
DEMOGRAPHIC DIVIDEND
HIGHER EDUCATION ENROLMENT
21ST CENTURY EDUCATION
IDEAS
BLENDED EDUCATION SCALE
SOCIAL INNOVATION AND ENTREPRENEURIAL EDUCATION 21ST CENTURY
MANAGEMENT
UNIVERSITY-21
HIGHER EDUCATION LANDSCAPE

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CONTEXT: GLOBAL COMPETITIVENESS AND GDP
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Rankings on the ease of doing business 134/189
Rankings on Starting a new business rank 166/183
Global Competitiveness Index 2011-2012 ranking 60/144
GII 66/144
India s population is 1.2 Billion
GDP is $ 1.8 Trillion
GDP per capita is $1400
GDP per capita (PPPAdjusted) is $3800
400 Million people live below $2 a day

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Innovation and patent landscape

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1. MANAGEMENT PRACTICES IN THE HIGHER EDUCATIONAL
INSTITUTIONS AND UNIVERSITIES:
Over the past decade, a team from Harvard Business School, London School of
Economics, McKinsey & Company, and Stanford has systematically surveyed global
management. They measured management practices across operational management,
monitoring, targets, and people management and generated an overall management score,
surveying over 10,000 firms including educational institutions and in 20 countries
including India. This research created the first global database of management practices.
GDP and management scores have positive
correlationi
.
i https://www.google.co.in/#q=nick+bloom+stanford+PPT+GDP+relation+to+management

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SURVEY OBJECTIVES AND METHODOLOGY
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• The Objective of the survey was to understand the impediments for
growth of universities and higher educational institutions and to
understand if there is real need for management consultants like
University-21.
• The representative sample composition of universities and
institutes:
• Central, state, private and deemed Universities.
• All twenty-nine states and union territories were covered.
• Engineering colleges with enrolment level more than 1000 students.
• Management colleges with enrolment level more than 100 students.
• We randomly selected sample universities/institutions and sent online
‘Paradoxes of Higher Education’ survey link along with a cover letter with
one week deadline.
• 67 out of 150 universities and colleges responded from 24 states.

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24/29 STATES REPRESENTED BY 67 UNIVERSITIES
AND HIGHER EDUCATIONAL INSTITUTIONS
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METHODOLOGY

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SURVEY QUESTIONER
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Q1. What is the size of your institute/university?
Q2. By what percentage do you expect student enrolment to grow in your institute/university
in the coming academic year?
Q3. Do you believe that having students and faculty exchange program with reputed foreign
universities can become a game changer and improve ranking of your institute/university?
Q4. Do you believe that your faculty and staff are engaged and motivated up to your
expectations?
Q5. Overall, I am very satisfied with the way my institute performed (is performing) currently.
Q6. What percentage of your students got placed last year before passing out from your
institute/university?
Q7. What are the top three pain points that your institute is facing?
Q8. What is your current annual revenue?
Q9. What's holding you back from reaching your growth aspirations?
Q10. Are you ready to invest in a consulting program that will help you improve enrolment,
placement and ROI on a predictable and consistent basis?

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42%
16%
17%
11%
2%
13%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Less than 1,000 students
1,000 1,999 Students
2,000 3,999 students
4,000 6,999 students
7,000 10,000 students
More than 10,000 students
RESPONDENTS PERCENTAGE
SIZEOFUNIVERSITY/INSTITUTE

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33%
33%
13%
6%
6%
9%
0% 5% 10% 15% 20% 25% 30% 35%
Less than 10%
10 20%
20 30%
30 50%
50 70%
Above 70%
RESPONDENTS PERCENTAGE
YOYENROLMENTGROWTHRATE

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9%
2%
17%
25%
48%
1. Strongly Disagree
2. Disagree
3. Neither Agree nor Disagree
4. Agree
5. Strongly Agree
0% 10% 20% 30% 40% 50% 60%
FACULTY,STUDENTEXCHANGEPROGRAM
RESPONDENTS PERCENTAGE

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5%
11%
32%
38%
14%
0% 5% 10% 15% 20% 25% 30% 35% 40%
1. Strongly Disagree
2. Disagree
3. Neither Agree nor Disagree
4. Agree
5. Strongly Agree
RESPONDENTS PERCENTAGE
FACULTYENGAGEMENTLEVEL

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OVERALL PERFORMANCE SATISFACTION SCORE
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8%
13%
25%
38%
17%
0% 5% 10% 15% 20% 25% 30% 35% 40%
1. Strongly Disagree
2. Disagree
3. Neither Agree nor Disagree
4. Agree
5. Strongly Agree
RESPONDENTS PERCENTAGE
PERFORMANCESATISFACTION
SCORE

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PAIN POINTS AND HOLD BACK
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11%
11%
8%
6%
25%
38%
0% 10% 20% 30% 40%
Do not know
10 20%
20 30%
30 50%
50 75%
Above 75%
RESPONDENTS PERCENTAGE
PLACEMENT

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1. Our present students enrolment ratio in higher education is just about 18 percent
targeted to increase that figure to 30%, requiring another 800 universities and 40,000
colleges in the next 10 years. Basically huge demand exists. But, 42% of the institutes
have enrolment less then 1000 and another 16% have below 2000. Also 66% institutes
expect enrolment growth less than 20%. Clear Demand Supply Disequilibrium.
Conclusion: Institutes need to rethink their growth strategy.
2. National employability test, industry, NASSCOM have repeatedly echoed that only 20
25% of the graduating students are employable, the placement are below satisfactory
levels, yet the heads of institutions seem to be satisfied with their performances?
Conclusion: There is clear need for improved industry academia interaction and the need
to have performance management.
3. 100% respondents said that they Lack Quality Faculty, they echo that faculty capability
improvement is their number one pain point, yet the respondents write that they are
satisfied with faculty engagement.
Conclusion: Serious need to assess relationship between 21st century skills needed in he
classroom, student aspirations, quality of leadership bandwidth, understanding of the
shared vision by entire faculty and administrative staff at the institutes
TAKE AWAY
University 21 team can work with your team to see opportunities which others miss.

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PEOPLE AT UNIVERSITY-21
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Harjiv Singh, Founder & CEO Salwan
Media, Gutenberg Communications,
BrainGain Magazine
Dr. Sethuraman (Panch),
Panchanathan,
Senior Vice President,
Arizona State University
Prof.Fernando Reimers,
Harvard University
Mahendra Bapna
Harvard Advanced Leadership Fellow,
Former CEO of Tata Enterprises
Hon. Jerry MacArthur Hultin, Senior
Presidential Fellow,
New York University

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VISION
UNIVERSITY-21 OFFERS VARIETY OF SERVICES TO HIGHER EDUCATION AND
VOCATIONAL EDUCATION INSTITUTES, BOTH PRIVATE AND PUBLIC; IN THE AREAS OF
ORGANISATIONAL LEADERSHIP AND STRATEGY; FACULTY AND STAFF DEVELOPMENT;
MARKETING AND BRANDING; INDUSTRY NETWORK AND PARTNERSHIPS
DEVELOPMENT; STUDENT AND ALUMNI AFFAIRS; STUDENT AND FACULTY EXCHANGE
PROGRAMS; DUE-DILIGENCE WITH JV PARTNERS; FINANCIAL RESTRUCTURING;
ENROLMENT, RETENTION, CURRICULA AND PEDAGOGY DEVELOPMENT; PROCUREMENT
AND OUTSOURCING; IT SYSTEM DEVELOPMENT; DEVELOPING INNOVATION AND
EXCELLENCE CENTERS. EACH IS DESIGNED TO IMPROVE OVERALL PERFORMANCE OF
OUR CLIENTS.
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WHAT WE OFFER
TO BE THE MOST TRUSTED AND RESPECTED PROFESSIONAL SERVICES FIRM
IN THE HIGHER EDUCATION SECTOR, RECOGNIZED BY OUR CLIENTS AND
CLIENTS CUSTOMERS IN INDIA AND THE MIDDLE EAST FOR DELIVERING
EXCELLENCE.

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Thank you
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