The Challenge of Creating World-Class Universities

Jamil Salmi

Astana 16 December 2008

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natural lab experiment:

U. of Malaya vs. NUS

• early 1960s: 2 branches of University of Malaya

• today:

• NUS ranked # 19

• UM only # 192

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outline of the presentation

• defining the world-class university

• the path to becoming a world-class university

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how do you recognize a world-class university?

• everyone wants one

• no one knows what it is

• no one knows how to get one

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defining the WCU

• self-declaration

• reputation

• rankings

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• 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

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results and performance

• top graduates

• leading edge research

• vigorous technology transfer

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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

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concentration of talent

• teachers and researchers

• incoming students

• undergraduate / graduate students balance

• international dimensions

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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

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international dimensions

• foreign students– Harvard (19%)

– Cambridge (18%)

• foreign faculty– Harvard (30%)

– Oxford (36%)

– Cambridge (33%)

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abundant resources

• government funding

– US spends 3.3% of GDP ($54,000 per student)

– Europe (E25) only 1.3 ($13,500 per student)

• endowments

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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

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abundant resources

• government funding

• endowments

• research funding

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favorable governance

• freedom from civil service rules (human resources, procurement, financial management)

• management autonomy

• selection of leadership team

• independent Board with outside representation

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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

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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)

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France and Germany

• low in the rankings

• civil service status and mentality

• no tradition of competition

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Germany

• “Excellence initiative”

– competition

– additional resources

• governance reform

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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

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outline of the presentation

• defining the world-class university

• the path to becoming a world-class university

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the path to glory

• upgrading existing institutions

• mergers

• creating a new institution

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upgrading approach

• less costly

• challenge of creating a culture of excellence

• focus on governance

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mergers approach

• China, Russia, France, Denmark

• potential synergies

– 1+1=3

• clash of cultures

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creating a new institution

• higher costs

• getting the right culture from the beginning

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who takes the initiative?

• role of the State

• favorable regulatory framework• funding

• role of the institutions• leadership• strategic vision• culture of excellence

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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

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conclusion

what kind of institution?

time dimension

alignment