Opinions

The emergence of hybrid academic and professional roles in more complex teaching and learning and research settings has the potential to either add to or reduce this level of specialisation.

Recent events have given a demonstration of how empathy, compassion and authenticity have become paramount in leadership. This shift in emphasis has been a feature over a longer period during the pandemic and the wider current global uncertainties and challenges.

The worldwide expansion of demand for higher education during the past half century has fostered systemic national reform efforts to expand access to greater proportions of respective populations. Educational technologies have exponentially accelerated these efforts and changed their means of delivery.

The HEDx podcast turns 50 with its next episode. In doing so it will feature Michael Crow of Arizona State University as a global leader in higher education innovation and leadership, outlining a bold and differentiated global strategy.

Many global universities have long held positions as being institutions with a reputation. When surveys are made of which professions we trust and believe in, scientists and professors usually feature toward the top of any lists, and politicians, as an example, feature towards the bottom. The pandemic has added to this variety of reputations in some ways.

TEDI-London is a fascinating example of the second scenario. It was formed and launched out of an alliance between 3 powerhouse universities in the US, UK and Australia.

The current period is one of many dilemmas for all universities. They are celebrating newly busy campuses again without knowing how long students and staff will stick to them. They all missed providing face to face social interactions, which are novel now.

A survey launched last week in London, by the National Centre for Entrepreneurial Education, reported on the priorities for UK higher education leaders as they emerge from the pandemic. It reported that the greatest challenge involves predicting the longer-term scenarios for the sector.

As we reflect on the state of the world on another International Women’s Day, we will soon be hearing the latest update on the size of the gender gap index.

Having a new strategy coming into 2020, based on the values of its people, would have served a university community well. We all needed a true north to navigate the turbulence of a pandemic. Having an unclear strategy, and poor engagement of staff, may have left leaders and their staff drifting and directionless by contrast.