Archive for June, 2012

IMD Competitiveness Roadmap 2012-2050 Globalization and economic reform under threat

June 27, 2012

Extracts from release presentation of IMD’s World Competitiveness Report 2012, by Professor Stephane Garelli:

Globalization is still seen as a positive development in Ireland, Scandinavia, Chile, the UAE and many Asian economies. But attitudes are much more negative in Greece, Russia, most of Eastern Europe, a growing part of Latin America, and, last of all, in France.

Attitudes toward reforms are more positive in Ireland, emerging Asia, Qatar and the UAE, Switzerland and Sweden. But the impetus for reform is much weaker in Argentina, the Czech Republic, Spain, and lastly – again – in France, where austerity is seen as a cure worse than the disease.

“The recession has made the world economy more fragmented and diverse than ever, forcing companies to operate several parallel business models,” said Professor Garelli.

”Emerging economies are relying on domestic demand and national champion companies to insulate themselves from economic turmoil, while the “submerging” developed economies are turning to re-industrialization. In both cases, economic nationalism is back and protectionism is tempting.”


Check: Blog Post May 15, 2012

IMD Criterion of the Month – Manufacturing Strikes Back

Povl Tiedemann

June 2012


EUA’s first Funding Forum explores university responses to the economic crisis

June 23, 2012

Extracts from 11 – 12 June event at the University of Salzburg.

During the two-day event, university leaders and funders exchanged perspectives and focused on how to improve relationships in the difficult present economic context. These discussions emphasised the need for enhanced cooperation within the sector in order to improve universities’ strategic positioning in the knowledge economy. Forum contributors also shed light on the impact of funding reforms on university management and in particular highlighted that the effects of the increasing focus placed on performance-based funding are still to be seen.

The Forum also showed clearly that universities are having to adapt profoundly to what will doubtless be long-term changes, at a time characterised by uncertainty. While many universities have seen public funding go down (see EUA’s update report of the Public Funding Observatory), regulation by public authorities has also been tightened in a number of countries, putting pressure on institutional strategies. Meanwhile, the discussions also underlined that the debate around ‘cost-sharing’ in higher education and tuition fees is also growing throughout Europe. While a number of models exist, they essentially depend on the provision of well-designed student support systems.

The Forum also explored how universities are using income diversification as a risk-mitigation measure. It was underlined that this should be accompanied by the necessary support for and development of internal management capacities, both in terms of governance structures and human resources. Diversification also requires attention to organisational matters as well as control of activities and cost structures. Identifying opportunities for cooperation and pooling resources within the sector was identified as a crucial element of strategic planning. Finally, it was also stressed that an increased focus on communication and quality allows universities to preserve and further strengthen their attractiveness to staff, students and funders.

Presentations from the event are already available on EUA’s website.

Povl Tiedemann

June 2012


IMD – World Competitiveness Criterion of the Month – Can Governments really adapt?

June 19, 2012

By Professor Stephane Garelli, Director of IMD’s World Competitiveness Center.

A few months ago, the Greek bailout plan and a more positive trend in job creation in the US brought some optimism to international markets. However it now seems that uncertainty prevails again.

Europe is searching for a coherent response to the financial crisis and the challenges posed by Greece and Spain, the US recovery is still weak, and the emerging countries show their dependence on the rest of the world by revising downward their growth forecast.

In such a rapidly changing environment, the capacity of governments to quickly adapt is a key asset to maintain their competitiveness. In this respect smaller nations are often at an advantage over larger ones, as shown in this criterion of the month.

But the world economy heavily depends on the ability of large countries’ governments to quickly adapt their policies: and here, the UK is 24th, Germany 25th, the US 31st, France 47th and Japan 49th – not very good news in these uncertain times…


Povl Tiedemann

June 2012

Virtual learning world expands as universities go online

June 17, 2012

By Geoff Maslen, University World News

A vast and ever-increasing number of the world’s students are studying for degrees without ever setting foot on a campus.

Open Universities Australia (OUA), the 20-year-old antipodean pioneer of online learning, is a prime example – it has experienced an unprecedented doubling in enrolments over the past four years.

More than 55,000 students now select from the OUA’s 1,400 units and 170 qualifications offered by 20 Australian universities and other tertiary education providers, including polytechnic institutes.

“The expansion in student numbers is a reflection of the attractiveness of online education to fit with our students’ lifestyles and work commitments,” says Paul Wappett, OUA chief executive.

“But we wouldn’t have had that growth without quality education outcomes, and that’s because we have the best courses from the best universities and are able to choose those providers – that is very attractive.”


Povl Tiedemann

June 2012

The changing role of leadership in international education

June 10, 2012

Extracts from University World News – By Hans de Wit, director of the Centre for Higher Education Internationalisation at Università Cattolica del Sacro Cuore in Milan, and professor of internationalisation at Amsterdam University of Applied Sciences:

The recently published call for action by the International Association of Universities (IAU), “Affirming Academic Values in Internationalization of Higher Education”, describes the changes in internationalization clearly. It states among other things:

“Internationalization today is remarkably different from what it was in the first half of the 20th century, in the 1960s or 1980s…The resulting changes in goals, activities and actors have led to a re-examination of terminology, conceptual frameworks and previous understandings and, more importantly, to an increased but healthy questioning of internationalization’s values, purposes, goals and means.”

These changes inevitably have an effect on management and leadership in international education, but are these well prepared for the impact?

Training by trial and error

International education has thus far not been perceived as a profession for which you can prepare at the undergraduate or graduate level, not in the US nor Europe nor elsewhere. It is also a subject that is multidisciplinary in nature and so is not based in one specific school or discipline.

Of course, there are programmes called ‘international education’ or ‘international education development’ in the US, but they focus more on development education and do not, or only marginally, address internationalisation. The same is true for higher education management programmes in different parts of the world.

In general, one can say that senior international officers (SIOs) receive their training primarily by trial and error, either emerging from positions in administrative international offices (commonly the case in Europe) or from academia (commonly the case in the US).


Povl Tiedemann

June 2012

Tracking the Higher Education Student Lifecycle

June 9, 2012

Report Extracts from EUA-conference in Copenhagen, 5-6 June 2012.

Student-centred learning and employability are central to tracking activities which a growing number of higher education institutions and national ministries have put in place.

Tracking is often undertaken in order to improve the student’s experience and the university services and support mechanisms at a HEI with the view to increase the successful completion rate of university studies but also to ensure that the feedback received from the graduates and their experience on the labour market is then integrated into the university strategy adapting, if necessary, the curriculum in order to enhance the chances of future graduates on the labour market.


Povl Tiedemann

June 2012

IMD World Competitiveness Yearbook – Rankings 2012

June 1, 2012

By Professor Stephane Garelli, director of IMD’s World Competitiveness Center – release extracts:

Top 3 are Hong Kong, US and Switzerland
US competitiveness remains the key to global recovery

The most competitive of the 59 ranked economies in 2012 are Hong Kong, the US and Switzerland (see overall ranking table). Despite all its setbacks, the US remains at the center of world competitiveness because of its unique economic power, the dynamism of its enterprises and its capacity for innovation.

“US competitiveness has a deep impact on the rest of the world because it is uniquely interacting with every economy, advanced or emerging. No other nation can exercise such a strong “pull effect” on the world. Europe is burdened with austerity and fragmented political leadership and is hardly a credible substitute, while a South-South bloc of emerging markets is still a work in progress. In the end, if the US competes, the world succeeds!” said Professor Stephane Garelli, director of IMD’s World Competitiveness Center.

Check for further info:

Povl Tiedemann

June 2012