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Archive for the ‘International’ Category

Lesson 76 Education in World Problem-Solving

Posted in Integrated Marketing, International, Leadership, Lessons Learned, Public Affairs on September 3, 2011| Leave a Comment »

Conversations in Washington this week once again had me thinking about the exciting potential of international higher education. I recalled how each time I have experienced the coming together of teachers, students, administrators, and others from various parts of the world, I have witnessed a sincere collective curiosity about cultural, religious, class, ethic, political, and historical differences. And I must say, in these settings I have never seen these differences lead to dangerous hostility and conflict. Rather, they almost always lead to new friendships, projects and ideas.

I therefore firmly believe that international higher education is one of our world’s best forms of public diplomacy.  Public diplomacy, for me, is simply defined as people-to-people communication.  It is the people of one culture coming together with people of another for the purpose of common understanding.  It is the ultimate form of using a “soft-power” strategy as an effective alternative to “hard power” conflict. 

This belief led to some very compelling conversations this week about the potential of bringing together university presidents, scholars, public policy leaders, journalists, ministers of education, corporate leaders, and others to discuss what universities can contribute to solving such world problems as poverty, disease, food production, water shortages, energy, cyber crime, and more.

The anticipation of the aftermath of revolts in Libya, Egypt, and elsewhere, also raises the question of what role  educational institutions might play in nation-building, economic development, and global leadership preparation.  Meeting the world’s workforce needs, as well as our needs for experienced international problem-solving oriented managers and executives, is clearly a big challenge ahead for our institutions.

Higher education is becoming a global enterprise, no doubt about it. Every institution in every country will face the internationalization of its student recruitment, faculty scholarship, research orientation, curriculum content, and financial support.  A “sea change” is coming in this industry, and it is truly exciting to imagine what all this change might mean for world problem-solving, and for the ultimate achievement of peace on earth.

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Lesson 68 Threats to the Core Business

Posted in International, Lessons Learned, Planning on July 8, 2011| Leave a Comment »

I recently returned from a visit to the University of Queensland in Australia convinced that internationalization will be the next big issue in higher education marketing. So it was a bit surprising to me to see some recent U.S. market research indicating that it was not a topic of major concern to presidents and other institutional leaders. Understandably, issues such as budgeting, finance, fund-raising, best practices, and public policy, were mentioned… and strategic planning was the topic most often named. But internationalization was missing from the list.

So it seems strategic planning, not internationalization, will be the hot topic of the near future. University leaders will be focused on how to reposition institutions in light of reduced government funding, the need to raise fees, and a whole new focus on private philanthropy. In other words, their primary concern will be dealing with immediate economic threats to their core business, and marketing professional will have to respond.

Effective marketing leadership requires connecting with our presidents and academic colleagues  by responding to their most urgently perceived needs.  But then, we must also take them from where they are to an understanding of the other factors that must be considered to stay competitive. And here I have no doubt that  understanding the competitive consequences of internationalization will be one of those extremely significant factors.

Institutions all over the world are rethinking their strategic plans, not just in the U.S.  And it is clear that their plans include finding students, money, and building reputation in new places, including the United States.  International competition, therefore, will be a must consideration in every institution’s strategic planning process, and this is especially relevant today when institutions’ traditional financial bases are threatened.

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Lesson 65 “Looking” Innovative

Posted in Integrated Marketing, International, Lessons Learned, Planning on June 18, 2011| Leave a Comment »

Last week I had the privilege of leading a series of marketing discussions at the University of Queensland, a progressive public institution of more than 40,000 students in Brisbane, Australia.

I met with the  president’s executive team, as well as administrators and faculty from all corners of the campus. Many bright and talented advancement professionals and educators were in my groups, and I was reminded once again how very large  institutions can go about establishing an innovative reputation, and “look.” It was still one more example of how institutions in all parts of the world are quickly developing their marketing expertise. In fact, I am now finding that many are moving ahead of U.S. institutions in their innovative thinking.

So, just what does it mean when your institution does not “look innovative” enough to be competitive in a changing market?

It can mean that your program offerings are not seen as up to date. Or, it can mean that those leaders who speak on behalf of your institution are not positioning it as a change leader in an industry that is becoming more and more international. It can also mean that your use of  technology in marketing, or in the classroom, does not demonstrate how communication tactics are changing.  Or, it can mean that a clear brand identity is not reinforced by consistent design elements that are selected for both academic substance and gaining attention.  In other words, the design of your marketing materials might be too inconsistent, or even too trendy to be credible.

The president of  the University of Queensland has a vision of global leadership which he articulates around three  basic themes: learning, discovery and engagement. Further, he  “activates” his simple vision by bringing more than 100 key administrators and faculty together as an expanded “executive team.”  These internal and external opinion leaders are charged to become “word-of-mouth” advocates for developing what he calls, “an institutional culture of advancement.”  This means that he positions the field of advancement more centrally, and that through this team everyone in the institution is asked to accept advancing the institution, and telling its’ story in every way possible, as a central part of their job. In my mind, this is the highest form of “integrated” marketing, and it is a basic formula for achieving an innovative “look.” 

Once you have the right branding message for your leadership, the right communication technology, and the right basic design standards reinforcing that brand message, you will have the right competitive elements in place. Then, you will know you have achieved  an  innovative “look” when your key constituents are saying: “Those people are going places, and I want to be a part of it!”

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Lesson 64 Global Competition

Posted in International, Lessons Learned, Planning on June 10, 2011| Leave a Comment »

It seems it was not too long ago that I was traveling to many parts of the world to teach introductory marketing seminars, and how to adapt those basic ideas to the  academy. It was the new  “hot topic.” Traditional public relations was well established, but strategic and integrated marketing certainly were not. In fact, in most academic institutions, the “M” word was never even spoken!

Now when I go abroad, I am amazed at what I find. In many institutions, marketing is  more sophisticated and better staffed than in some U.S. institutions. Rather than simply making a presentation about marketing, my experience has become more “let’s learn from each other and exchange our best ideas.”  And I must say, this way is much more fun and productive.

In preparing for my recent trip to the University of Queensland in Brisbane, Australia, I reviewed the institution’s new strategic plan. I was impressed by its’ substance and breadth and  how well it is crafted to enable the integration of strategic marketing goals. The plan articulates a clear and comprehensive vision for leadership in global engagement, and  is well structured, concise, and simply presented. Unlike many other plans, this one is designed to be easily used and implemented by every faculty, school, and institute in this university of over 40,000 students.

In addition, I reviewed a background paper about “campaign readiness,” and another on “engagement beyond the century.” Both demonstrated an uncommon understanding of the growing need for aggressive philanthropy in public institutions, for systematic reputation building, for a well differentiated brand identity, and for an ambitious and comprehensive alumni relations program.

Institutions in many parts of the world are advancing quickly before our eyes.  Higher education is now an international industry, with an intense world-wide competition underway for top students, private funding, and prestige. It will certainly be exciting to watch those leading the University of Queensland in the days and months ahead. They are clearly on their way to a very bright future.

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Lesson 60 The Power of HED

Posted in International, Lessons Learned, Public Affairs on May 14, 2011| 1 Comment »

My belief that international higher education is the purest form of public diplomacy has been discussed in previous blogs. This week I have been engaged in conversations about how higher education is also an economic development tool.  It is especially exciting for me to see how an industry I have such passion for has the potential to play a major role in helping people from different cultures understand each other, as well as to help develop the economies of underdeveloped societies.

Higher education for development (often referred to at HED) recognizes that to develop stagnant economies requires resources and institutions that can train a relevant workforce and educate leaders capable of building a new day out of current realities. This capability is not only a component of economic development, but it is an absolutely fundamental activity to achieving success.

The American Council on Education (ACE) has long-established expertise in doing this kind of work in Africa, parts of South America, Mexico, the Middle East and elsewhere. Its’ experience in this very specialized work can now assist other similar projects.

The Center for Strategic and International Studies (CSIS) is currently exploring higher education as a central component of a new project in economic development.  CSIS developed the “smart power” ideas that recently influenced new diplomatic thinking at the U. S. Department of State. This non-partisan think tank is now following up the Smart Power project by considering a new one to help solve economic problems in the underdeveloped world, and it is clear that higher education will be a key component. It is also clear that higher education, with all its’  human and economic development potential, has a critical role to play in enhancing national security… a basic concern underlying all projects at CSIS.

The Woodrow Wilson International Center for Scholars is also completing a project to design a business plan for an independent organization that would do public diplomacy for the U.S.  This is being proposed as a public-private partnership and would involve higher education in many of its’ activities.  One of the ideas in the study is to work with university students and utilize new media as a cross-border relationship-building tool. Such a tool would enhance understanding between cultures, provide hope and support for freedom-loving people in closed societies, and could also support the economic development projects of other organizations.

I have experienced the magic of what happens when students and teachers come together from different parts of the world. They rarely are polarized by their differences. Rather, they immediately become interested in learning about cultures, customs, values, languages,  and histories. Even when these learner-travelers are from countries where their governments are in conflict, mutual respect and lasting friendships almost always are the outcome.

Applied to the current economic problems in the US, we must certainly come to see that education, including higher education, is the most important tool we have for economic development and for bringing cultures and differing ideas together. From training a new workforce  for a changing society, to educating the entrepreneurs that will develop new small and large businesses, education is the only sure way to grow the economy. It is absolutely absurd to think that wholesale budget cuts that put thousands of teachers out of work, and also denies thousands of students the financial aid they need, will create new jobs and grow the economy. Most certainly, there are places to cut fat from federal and state budgets. But those who have benefited from past financial success, and now have the means to help, must now come to see that finding new revenue is also essential to preserving the most powerful economic development tool we have… the American systems of K through 12, and higher education.  

What we understand and preach to the rest of the world about the power of education to develop economies, train needed workers, and educate innovative leaders, we now desperately need to apply to our own problem solving. And, of course, professional strategic communication and integrated marketing are fundamental to all of this… to public diplomacy, to HED, and to applying their lessons at home.

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Lesson 55 The “Sea Change” We Face

Posted in International, Lessons Learned, Planning on April 10, 2011| Leave a Comment »

This past week has involved me in deep discussions about the dramatically changing higher education marketplace.  As I will be engaged in more conversations this coming week, I have made a list of “talking points.” Here is what I have so far:

1. Legislatures all over the United States are cutting back their funding, and many people think this trend is permanent; 2. As a result, public institutions are raising tuition, a situation which will alter the dynamics of the entire market; 3. Private institutions receive public funds for research and financial aid, all of which is also being cut back; 4. The public-private “dual system” of higher education is blurring, with many publics threatening to become private; Some already receive as little as 8% of their support from their states.

While all this is taking place in the U.S., our entire industry is at the same time becoming international… a dynamic that is changing the marketplace even more. So I add these points to my list:

1. Many governments around the world are cutting overall support as well, while others are investing heavily, and selectively; 2. Some of these focus on science and technology superiority; 3 Others focus on great student access and career education, (many think to the detriment of the liberal arts); 4. A few others only support a handful of institutions with a single goal of scoring high in world rankings;  5. World rankings focus almost exclusively on research and publishing, penalizing smaller high quality institutions; 6. For-profit institutions are expanding in the U.S. and abroad, gaining more market share and further changing enrollment dynamics.

All this is bringing university advancement more front and center, and changing the way this profession works.  So I add these talking points as well:

1. Fund raising is becoming a truly international endeavor, with foreign development officers coming more often to the U.S, and vice versa; 2. Student migration is shifting, bringing more student recruiters from other countries to U.S. high schools; 3. Faculty positions are becoming more international in their mobility and travel expectations; 4. Institutions are seeking more international students in order to provide a more global campus experience; 5. Finding global partners, and expanding student international experiences, is becoming a major focus of more and more administrations.

All of these forces are coming upon us simultaneously, producing the “sea change” we are experiencing. These changes are bringing new opportunities for  advancement professionals, but they also bring huge new demands and challenges.  Hopefully addressing these talking points will also provide a guide for our professional development as we prepare ourselves to help lead the way.

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Lesson 42 A New Breed of Entrepreneur

Posted in International, Leadership, Lessons Learned on January 8, 2011| Leave a Comment »

Weather permitting, this week I will attend the second meeting of the American Council on Education’s (ACE) Blue Ribbon Panel on Global Engagement. 

Nineteen heads of universities from around the world will gather again in Washington to discuss the complicated implications of the internationalization of higher education. I must confess, I have been thinking about this issue nonstop.

I have previously discussed how I believe in the months ahead we are going to witness rapid change in our industry. The longer I study the situation, the more clearly I see it. We definitely will feel dramatic shifts in our industry from the content and organization of the subject matter we teach, to where that teaching will take place, to the migration patterns of students and faculty, to how new technology will bring a virtual dimension to the total international experience, to where and how our graduates will find careers, to how new media will change the way this worldwide story is told, to how our institutions are marketed, and more.

I have argued in earlier writings that as a consequence of the changing role of governments and sources of funding around the world, the field of university advancement will have new prominence in administrations everywhere. I now believe that the cutting edge expertise held by most modern advancement practitioners will be called upon to influence not just how institutional marketing and fundraising are accomplished, but to help shape the entire “look” of a whole new kind of global university.

A new day always requires new visionary leadership. So I now foresee the coming of a whole new breed of international advancement and educational entrepreneur. Here are just two of the questions that have been dominating my thinking:

1. Where will we find, or how will we develop, this new breed of leader for advancement and institutions… one that has international experience, resource development expertise, new media savvy, and the relentless drive and courage necessary to pioneer the way?

2. How can we build intelligent innovation and creativity into the ongoing challenge of advancing and leading institutions?  Creativity is now an area of academic study. Techniques for developing it in managers are being pioneered in many cutting edge industries. As we did a few years ago with integrated marketing, how can we adapt what these other entrepreneurs are learning to the visioning and planning of an internationalized academy?

The week ahead promises to enrich my thinking about these issues, I know. But, to draw conclusions too soon from ACE’s Blue Ribbon Panel will be premature. For that, we all will have to await its’ final report later in the academic year.

In the meantime, I will be sharing my evolving thoughts with you.  Fasten  your seatbelts, we are taking off! I can’t think of a more exciting time to be a part of higher education.

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Lesson 39 Differentiating America

Posted in International, Lessons Learned, Public Affairs on December 19, 2010| Leave a Comment »

Public diplomacy is a topic I have discussed several times in my blog over the past few months. This is because I think doing a better job of it is critically important to our future as good and productive citizens of the world.

Simply put, public diplomacy for the U.S. is using integrated marketing and communication strategies and tactics to explain the “idea of America” directly to the citizens of other countries.

This week I had a thought-provoking conversation with a colleague who happens to be a Washington correspondent for one of the major Arab news networks. He has been living in the U.S. for ten years, and owns two cars and a house in the suburbs. Right up front he asked me: “How do you describe your idea of America?”

I responded by explaining the joy of living in freedom, and the superiority of a democratic form of government.  But he countered by saying that while this is true, these factors do not make the U.S. unique. Many other people feel they live a free life, and many governments practice some form of democracy. Then he abruptly and confidently asserted: “I believe there are three other factors that make the U.S. unique in the world,” and he startled me by proceeding to list and explain them! Obviously, he had been thinking about this for a long time. And I was impressed!

Here are his points, and his reasoning: 1. Individualism and self-reliance are fundamental. Most other societies see the family, or even a religious or social commitment, as far more important. 2. The admired role of the entrepreneur. Having an idea, finding the support to implement it, and taking the necessary risks, is not valued nearly as highly in most other societies. 3. Small government. Most people in other countries want more, rather than less, from their governments. While in this country we debate how much government we think we need, my colleague argued that all of us would agree that we prefer the least amount necessary to regulate greed and meet basic social and defense needs.  

There is no doubt that this conversation has had me thinking ever since. I must say that while I know my characterization of America was true, most of my factors did not really differentiate us from the rest of the world. However the three points, so clearly articulated by this Arab living in America, just might come close to doing so.

There is a big lesson to be learned from this conversation. Just what are the American values that truly differentiate us? My international colleague certainly has me thinking about this question all over again.

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Lesson 31 It’s More Than Study Abroad

Posted in International, Lessons Learned on October 24, 2010| Leave a Comment »

This week the American Council on Education (ACE) launched a Blue Ribbon Panel on Global Engagement. Led by John E. Sexton, president of New York University and chair of the ACE board of directors, the panelists are prominant leaders in higher education from the United States and overseas. They will meet throughout the 2010-11 academic year.

Most experts agree that the globalization of higher education will ultimately touch every academic institution in some way. For many, it could be a real game-changer. The outcomes of the work of this panel will therefore be critically important for all of us in this industry.

Coincidentally, just this week major government cuts in funding for higher education were announced in the UK. Initial reports put them as high as 70 to 80 percent!  This will force a system, that at one time provided higher education as an entitlement to its citizens, to become largely a free market-based system, depending much more on student fees–not unlike the U.S.

So what are the consequences? Higher student fees in the UK are likely to allow some prestige universities to thrive, but others are likely to struggle to make ends meet, and still others might even fail. This means these institutions, each with their own motivations, will begin to look more agressively for new markets.

At minimum, new international reputation-building campaigns, broadened student recruitment initiatives, and accelerated fund raising activities will be launched. High school students in all parts of the U.S. will likely begin to hear more about the economic and educational benefits of an undergraduate education in the UK, and donors will be lured with new naming and recognition opportunities overseas. 

Responding to these and other coming changes around the world will require more than expanding study abroad and making sure that subject areas are taught from an international perspective. This “sea change” will present a whole new set of complex strategic planning challenges.

To remain competitive, or just to meet its’ goals, should my institution plan satellite campuses, institution and/or program partnerships, or expand study abroad into remote and developing countries? What about language and culture challenges?  Do we understand government regulations and political realities in each country? Are there financial or even reputational risks? Are these ventures compatible with our mission and vision?  And, of course, what kind of marketing program will be necessary in each location?

And even if we decide not to operate in other countries,  how will these changes affect us? It’s certainly clear that migratory patterns of students everywhere will change, donors everywhere will be inspired to think more globally, all governments will focus more on science/technology and career education, reputation-building will present new sophisticated challenges, education will be more student fee-based everywhere, and the U.S. will struggle to maintain its market position overall.

It becomes more and more clear every week that academic institutions in all parts of the world will have to consider how these forces of change will affect them.  The UK is just one dramatic example.  There are many more changes in many more places to come. It’s almost an understatement to say that the work of ACE’s Blue Ribbon Panel on Global Engagement is extremly timely!

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Lesson 27 People-to-People Power

Posted in International, Lessons Learned, Public Affairs on September 26, 2010| Leave a Comment »

Events this week had me thinking once again about how immediate and urgent the need is for the US to significantly enhance its’ public diplomacy activities.

I was invited by the CEO of the Woodrow Wilson International Center for Scholars, Lee Hamilton (also the former co-chair of the 9/11 Commission and the Iraq Study Group), to participate in his Center’s new project to design a business plan for an independent organization to conduct US public diplomacy.

The first meeting of the Wilson Center project took place this past week. Much of the discussion centered on the urgent need to harness more of the country’s strategic communication talent to utilize all the communication tools in the tool box (especially new and social media), and to call upon the human and financial resources of corporations, foundations, universities, nonprofits, and other organizations, to explain the “idea of America” around the world. 

The most compelling argument is that establishing such an organization independent of prevailing government policy is the only way to achieve genuine communication credibility. In other words, there is nothing more credible, or powerful, than people-to-people communication.

The turmoil at the United Nations this week (most especially the Iranian leader Ahmadinejad’s accusation that the US planned the 9/11 attack) further underscored the urgency of this need. With dangerous threats and active isolation coming from countries like Iran, North Korea, and the former Burma, with conflicts continuing in the middle east, parts of Africa, and even in China, it’s abundantly clear that as many Americans as possible must be called upon to tell our story to the rest of the world.

True, there are a number of organizations, agencies, and departments of government, currently performing some role in public diplomacy. But these efforts lack coordination, and therefore are failing to achieve the intensity necessary to be effective. In other words, they are failing to break through the paralyzing clutter and confusion of today’s information environment.

And so the Wilson Center project declared this week that the time is now to mobilize as many Americans as possible to use all means necessary, including all the new media tools available to us, to talk directly as possible to all the people of the world about what individual freedom in the United States really is like!  

I hear this as a “call to arms” for all of us in the strategic communication profession.

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