Our Director of Brand Strategy, Zeenat Fayaz, had the pleasure of attending this event and shares her thoughts on how higher education institutions worldwide should move forward together.

Aligned vision

One key issue is the inadequacy of India’s higher education system to accommodate capacity and so NEP (National Education Policy) 2020 presents a transformative opportunity. NEP 2020 aims to increase the current GER of ~27% to ~50% by 2035. Therefore, along with improving staff and infrastructure parameters, the Indian HE system needs to add an additional capacity of 34 million students by 2035. This would be the equivalent of building two new universities every week. The inadequacy to meet the needs alone presents an opportunity for international universities to support and collaborate with higher education institutions in India.

To facilitate this, universities in India and across the world must share common visions and values. Enrolment of Indian students at world class institutions and exchange programmes have increased, but more accessible collaborations are needed when studying abroad is not possible. This could take the form of international collaborations within India. Aligned visions and goals through global agreements therefore can tackle issues of capacity, whilst also giving Indian students the opportunity to complete international degrees and heighten knowledge of foreign cultures. Further students in higher education also contribute to the goal of sustainable growth and economic development across India.

Collaborating with purpose –

As Lord Patel of India Business Group, UK, explained in his keynote at the Summit, “India aspires to lead in research in renewable energy, engineering, defence research and more.” But with the current gap between India’s goal and where the country’s higher education currently sits, it was no surprise that leaders were addressing the audience for external help alongside highlighting the opportunities that exist here.

Research at Indian higher education institutions assists with socio-economic efforts in the region, but cannot be the sole driver of development. Therefore, universities across the world are needed to accelerate India’s ambitions. With growing calls for assistance, the Summit highlighted that the University of Wollongong will be the first Australian university to form a teaching base in India, alongside its established campuses in Dubai, Malaysia and Hong Kong. Located at the Gujarat International Finance Tec-City (GIFT city) in Gandhinagar, which is also home to IBM, Cisco and 50 other international companies, this new campus is a strategic move. The UOW’s collaborative investment will not only provide Indian students with the chance to obtain an Australian degree, but will also create significant internship opportunities at organisations that otherwise would not be available. With India having one of the youngest populations in the world, UOW will play a key role in developing skills and nurturing young talent in India.

With a growing reputation and an influx of international students choosing to study in India, it is no surprise that the University of Wollongong has grasped an exciting opportunity to invest its resources in the region. Other universities wanting to implement similar campuses in India should look to form collaborations with UOW to ensure operations mirror their success.

Resilience is key 

However, as explored at the Summit, if the world’s top 200 universities increase operations and presence in India, Indian institutions will need to reevaluate their value proposition. As of February 2024, the world’s Top 10 universities are all located in the UK and US. By comparison, the top university in India, the Indian Institute of Science, holds the world university rank of 201-250. This demonstrates that Indian universities are not represented to the same extent as Western institutions on the global stage and that international university degrees are perceived as superior. In order to compete, Indian institutions need to differentiate themselves from competition and leverage individual strengths and values – an exercise that has historically been last on universities’ list of strategic priorities.

This can be done by emphasising Indian universities’ unique academic position. For example, research and innovation are repeatedly highlighted as key ambitions at multiple Indian universities, with such outcomes not only benefitting the academic institution but also the development of wider society. Similarly, research exploring Indian healthcare, community and sustainable development actively benefits the people and contributes to thriving communities. Such direct contributions to the Indian economy and societal development make Indian institutions stand out against stiff global competition. This research potential must be harnessed and advertised to a global audience to strengthen Indian higher education branding and resilience.

Delivering transformation 

What became apparent throughout the event is complacency across universities. Not all institutions can be world-class and many do not see brand, knowledge transfer, or a blend of both outbound and inbound student recruitment as a priority. As Santhakumar notes, Harvard-like institutions cannot be built in India, because even if internal conditions are mirrored, the external culture of life and job opportunities post-University in the United States would be difficult to replicate in India. Therefore, there is a need for the implementation of change managers across all institutions to ensure traditional metrics are transformed and standards of quality are inclusive beyond just ‘world class’ universities in the West.

One strategy that Indian higher education systems might employ is EY Parthenon and Ficci’s five pillar strategy to improve and unlock their full potential:

1. Student Centricity

Offering multidisciplinary and interdisciplinary courses to students to increase ‘industry readiness’. These are often seen as very flexible, where individuals can pick a range of modules from different disciplines and shape their own degree.

2. Research and Innovation

In the case of higher education institutions in India where research to enhance development is a priority, collaboration with both industry and research organisations will support knowledge and solutions.

3. Faculty 

Each faculty within an institution must be equipped with the tools it needs to thrive, including a dedicated annual budget. A faculty evaluation framework is also recommended to enhance professional development.

4. International Mobility

Widening opportunities for exchange programmes at the world’s top 200 universities, beyond a few select institutions, is important. This will enable students to gain “cultural and intellectual exposure”.

5. Digital Learning 

Stakeholders at all levels (centrally, faculties and students) must be made aware of the benefits of buying into digital technologies, such as at-home equipment, advanced computer systems and VR labs, to further develop educational opportunities. Basic modules in technology and coding should also be offered at institutions.

The solution: A global engagement strategy aligned to the university brand, mission and values?

To conclude, the QS India Summit 2024 was successful in raising awareness of India’s university needs and how global institutions and organisations can assist. Their goals are ambitious, but can be achieved through significant sustainable collaboration. A global engagement strategy where brand, strategy, mindset and culture were posed as solutions to aiding India’s long term educational needs. In my opinion, these paired with a framework like EY Parthenon and Ficci’s, could be implemented to pave the way for a more advanced and developed Indian education system.

However, it is crucial that parameters are included in formal agreements to protect the betterment of education and society, as education is often one of the first victims of conflict. This was highlighted by Texas A&M University’s recent decision to completely close its 20-year-old Qatar campus over growing concerns of the region’s safety and instability. The announcement has left thousands of students wondering what’s next for their education and why such a successful campus would even be considered for closure. To avoid other universities being victims of similar controversies in the future, long-term proofing needs to be laid out in formal agreements and take centre stage when collaborations and strategy are being discussed in partnerships.