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The Challenge of Creating World-Class Universities
Jamil Salmi
Astana 16 December 2008
2
natural lab experiment:
U. of Malaya vs. NUS
• early 1960s: 2 branches of University of Malaya
• today:
• NUS ranked # 19
• UM only # 192
3
outline of the presentation
• defining the world-class university
• the path to becoming a world-class university
4
how do you recognize a world-class university?
• everyone wants one
• no one knows what it is
• no one knows how to get one
5
defining the WCU
• self-declaration
• reputation
• rankings
6
• Universiti Teknologi Malaysia’s definition of a world class university:
• culture of excellence as a learning organization (meritocracy, exploration and creativity)
• top notch staff members
• financially able and well equipped
• smart partnership with industry and other stakeholders
• exemplary reputation and credibility (research excellence and quality of graduates)
• high quality student intake
7
results and performance
• top graduates
• leading edge research
• vigorous technology transfer
8
key dimensions
• concentration of talent
• abundant resources
• favorable governance
AutonomyAcademic Freedom
StudentsTeaching StaffResearchers
Research Output
Technology Transfer
Concentration of Talent
Abundant
ResourcesFavorable Governance
Leadership TeamStrategic VisionCulture of Excellence
Public Budget Resources
Endowment Revenues
Tuition Fees
Research Grants
WCU Supportive Regulatory Framework
Graduates
Characteristics of a World-Class UniversityAlignment of Key Factors
Source: Elaborated by Jamil Salmi
10
concentration of talent
• teachers and researchers
• incoming students
• undergraduate / graduate students balance
• international dimensions
11
weight of graduate students
University Undergraduate
Students Graduate Students
Share of Graduate
Students (%) Harvard 7,002 10,094 59
Stanford 6,442 11,325 64
MIT 4,066 6,140 60
Oxford 11,106 6,601 37
Cambridge 12,284 6,649 35
LSE 4,254 4,386 51
Beijing 14,662 16,666 53
Tokyo 15,466 12,676 45
12
international dimensions
• foreign students– Harvard (19%)
– Cambridge (18%)
• foreign faculty– Harvard (30%)
– Oxford (36%)
– Cambridge (33%)
13
abundant resources
• government funding
– US spends 3.3% of GDP ($54,000 per student)
– Europe (E25) only 1.3 ($13,500 per student)
• endowments
14
US InstitutionsEndowments
Assets(2006 million $)
UK InstitutionsEndowment
Assets(2002 million $)
Harvard University 28,916 Cambridge 4,000
Yale University 18,031 Oxford 4,000
Stanford University 14,085 Edinburgh 3200
University of Texas 13,235 Glasgow 240
Princeton University 13,045 King’s 200
Comparison of US and UK Endowment Levels
15
abundant resources
• government funding
• endowments
• research funding
16
favorable governance
• freedom from civil service rules (human resources, procurement, financial management)
• management autonomy
• selection of leadership team
• independent Board with outside representation
17
U. Of Malaya vs. NUS
– talent
• UM: selection bias in favor of Bumiputras, less than 5% foreign students, no foreign professors
• NUS: highly selective, 43% of graduates students are foreign, many foreign professors
18
U. Of Malaya vs. NUS (II)
– finance
• UM: $118 million, $4,053 per student
• NUS: $750 million endowment, $205 million, $6,300 per student
– governance
• UM: restricted by government regulations and control, unable to hire top foreign professors
• NUS: status of a private corporation, able to attract world-class researchers (incl. Malaysians)
19
France and Germany
• low in the rankings
• civil service status and mentality
• no tradition of competition
20
Germany
• “Excellence initiative”
– competition
– additional resources
• governance reform
21
France
• world rankings have forced to ask questions
• dual structure– “Grandes Ecoles” with best students, more
resources and favorable governance, but no research
– universities: “second best” students, but research vocation
• autonomy reform
22
outline of the presentation
• defining the world-class university
• the path to becoming a world-class university
23
the path to glory
• upgrading existing institutions
• mergers
• creating a new institution
24
upgrading approach
• less costly
• challenge of creating a culture of excellence
• focus on governance
25
mergers approach
• China, Russia, France, Denmark
• potential synergies
– 1+1=3
• clash of cultures
26
creating a new institution
• higher costs
• getting the right culture from the beginning
27
who takes the initiative?
• role of the State
• favorable regulatory framework• funding
• role of the institutions• leadership• strategic vision• culture of excellence
28
Clemson University
• land grant university focused on agricultural and mechanical crafts
• changing region
• strategic partnership with BMW to become premier automotive and sports car research U
• aims to become # 20
29
conclusion
what kind of institution?
time dimension
alignment