Noor, you’ve been part of Abu Dhabi University for an impressive 17 years! How has your role adapted in line with the institution’s reputational growth?

“Over the past 17 years at Abu Dhabi University, my role has evolved alongside the institution’s growth and increasing reputation. When I first joined in 2006, the university was still in its early stages, and my primary focus was on building our brand in the market and increasing enrollment. Our efforts were geared toward establishing brand equity and creating awareness in a competitive education landscape.”

Noor told us that when she first joined, there were only 4 employees that made up the marketing team and little to no competition in terms of other private universities operating in Abu Dhabi. However, these early career factors quickly changed.

“As the education sector evolved, particularly with the introduction of global rankings, our strategies had to adapt. We shifted our focus from merely building awareness to enhancing ADU’s visibility and reputation not just locally, but also regionally and internationally. This required us to be more strategic in our positioning, ensuring that ADU was recognised as a leading institution on a global scale. The evolution of these strategies reflects the dynamic nature of the education industry and our commitment to staying ahead of the curve.”

How do employees contribute to and feel a part of ADU’s global brand?

“One of the core values of ADU is fostering a culture where all stakeholders, including employees, are actively engaged in the university’s strategic decisions and initiatives. Whether it’s planning for hiring senior leaders, or driving major projects, there is a concerted effort to ensure everyone is involved. This inclusive approach allows each of us to feel deeply connected to the journey and the achievements we are collectively working towards.”

Noor explained that when ADU underwent a rebrand in 2018, the university involved alumni and current students from different years in focus groups. Similarly, when a Provost opening arose, student council representatives were invited onto the interview panel, enabling the opinions of the wider student body to be considered. Other universities definitely have a lot to learn from ADU in terms of bringing alternative perspectives into senior leadership decisions.

“On a personal level, ADU has truly become my second home—a sentiment I express with complete sincerity. ADU is more than just a workplace; it is a nurturing environment where aspirations are encouraged, achievements are celebrated, and a strong sense of friendship is ever-present.”

What steps have you taken in marketing and communications to elevate ADU’s reputation?

“We have implemented a more disciplined and strategic approach to our communications and marketing efforts, ensuring that ADU remains distinctive and competitive in a rapidly evolving global market. Recognising the need for a professional and targeted approach, we have integrated modern marketing principles and techniques to enhance our visibility and impact.”

Noor continued to outline strategic communications objectives that are designed to align with the university’s key audiences and messages. These included, but are not limited to: increasing ADU’s international profile, developing a clear brand identity, building reputation through strategic content, and leveraging trending topics.

The importance of these objectives really came into play recently, when Noor was asked to speak at a conference in Dubai. She highlighted the fact that students and parents don’t really understand rankings. Rather, they want to know where an ADU degree can take them and what doors will open as a result of their investment.

How does ADU differentiate from competition in the region? How do you contribute to this differentiation in your role?

“ADU sets itself apart by fostering a deep emotional connection with a wide range of stakeholders. This approach goes beyond simply attracting prospective students; it engages current students, alumni, parents, strategic partners, staff, and faculty, thereby creating a strong, interconnected community.

Our recent 20th Anniversary campaign exemplifies this differentiation. With the tagline “20 years of shaping the future,” driven by our motto “Knowledge to achieve and wisdom to lead,” the campaign moved away from conventional methods and instead embraced a multi-layered strategy that celebrated our institution’s history while envisioning a future of excellence and inclusivity. This approach not only commemorated our past achievements but also actively involved our entire community in shaping our future.

The success of our campaign is reflected in the tangible outcomes we achieved, including meeting our enrollment targets, a 20% increase in engagement rate, and a 10% increase in followers. These results attest to the effectiveness of our innovative and inclusive approach, further solidifying ADU’s unique position in the region.”

Beyond rankings, how do you attract the best talent to your specific institution through marketing and communications? 

“We aim to create a buzz around our achievements by delivering targeted messages that resonate deeply with our audiences. While rankings and ratings are important, we understand that many prospective students and parents may not fully grasp their significance. Therefore, our approach involves not only showcasing our achievements, like degree accreditations with renowned organisations, but also translating these features into tangible benefits that are meaningful to our audience. We tailor our messages to different segments—students, parents, alumni, and partners—ensuring that each group sees the true value of what ADU offers.

We have shifted our communication strategy to focus on sharing authentic stories from within our community, which act as compelling proof points for each audience segment. Our emphasis on employability is demonstrated through initiatives like the ‘Inspiring Journeys’ alumni success stories, where we showcase how our graduates are thriving in their careers. This approach shows how our academic excellence directly translates into career success for our graduates and has boosted student recruitment.”

Noor concludes, “in a competitive market, storytelling is a powerful tool that helps us stand out. By communicating our unique value propositions through engaging stories, we create an emotional connection with our audience, reinforcing our position as a leader in higher education. Recognising that different audiences have different needs, we ensure our communication is tailored accordingly. For prospective students and parents, we emphasise employability, quality of teaching, and facilities. For alumni, we focus on research and their ongoing connection to ADU. For academic and employer partners, we highlight our collaborative research efforts.”

Through our conversation with Noor, it is clear that Abu Dhabi University has strengthened its position as a preferred partner locally, regionally, and globally. Despite ADU’s comparatively young age, the marketing and communications team have excelled in differentiating the institution, involving all stakeholders in key decisions, and shifting strategies to adapt to a changing environment. Other young universities have a lot to learn from ADU – from their storytelling approach, to adopting a similar nurturing strategy across internal teams. Noor has showcased how employees across a complex institution can still be included and acknowledged in decision making in order for all stakeholders to feel part of a strong university brand.