INSTITUTIONAL STRATEGY
coherent and recognised manner that is compatible with working lives. In postgraduate and continuing education, these trends are even more pronounced, with growing demand for professional programmes,
In this context, what was previously labelled as “support” – encompassing wellbeing services, tutoring, academic advising, student life and employability – becomes strategic. These elements must also be integrated into the curriculum and the measurement of outcomes. The goal is not to add services but to systematically build the conditions for students’ progression, retention and the timely completion of their programmes ( see boxout on page 12 for more details ). A third transition concerns the architecture of credentials. It is likely that traditional degrees will increasingly combine with more flexible pathways, intermediate certifications, competency-based credentials, stackable programmes and greater articulation across levels, with more opportunities for exit and re-entry along the way. This does not imply a lowering of standards. On the contrary, it requires redesigning learning trajectories so that students can accumulate human capital in a
“Traditional degrees will increasingly combine with more flexible pathways”
hybrid formats and credentials offering clearer and more immediate returns. Here, the strategic question is not whether modularity will expand, but how institutions can ensure coherence, academic quality and differentiation in a more competitive and transparent environment. The risk of getting this wrong is concrete: without robust quality assurance and well‑defined learning outcomes, modularity produces a proliferation of credentials that employers cannot interpret and graduates cannot rely on. Justifying value & purpose At the same time, the university’s status as a centre of knowledge and trust is under pressure. Financial constraints, political polarisation, tensions around inclusion and evidence, challenges in peer-review processes, mental health issues in academia and frictions in international mobility all contribute to a more complex environment. In response, institutions must justify their social and economic value, sustain high-quality research and rebuild public trust. The challenge is not simply to produce more papers, but to strengthen quality, integrity and relevance, while deploying robust science and meaningful engagement with public policy and industry. Universities also need to have more honest conversations about metrics and ensure incentive systems are aligned with a broad conception of academic contribution. Alongside these pressures, sustainability has emerged as a central dimension – not as a standalone topic but as an institutional orientation.
Business Impact • ISSUE 4 • 2026
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