Opinions

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.

The start of year three of a global pandemic, with a new variant and all of its ramifications, is heightening concern among our leaders, staff, students, and partners in universities.

Despite the further uncertainty arising this week from the latest Omicron variant, there is still some prospect of domestic and international students returning to Australian campuses in 2022, allowing us, to some extent, to catch up with other parts of the world.

A university of enterprise actively seeks to give voice to, and engage, all stakeholders. Its leadership team visibly and actively seeks to incorporate the views of its customers in plans for the future – and are not afraid of the word ‘customer’.

The scenario for universities in 2013 appeared uncertain. Foreshadowed budget cuts to higher education suggested the worst of times may be on the near horizon. But who could have foreseen the “challenging” and “unprecedented” times that would follow just seven years later?