Creating World-Class Universities in developing countries Jamil Salmi 2nd Conference on WCUs Shanghai, 1-2 November 2007

Ferrari and Fiat 500

Ferrari and Fiat 500

Natural lab experiment: U. of Malaya vs. NUS early 1960s: 2 branches of University of Malaya today: NUS ranked # 19 UM only # 192 1965 independence of Singapore

outline of the presentation defining the world-class university the path to becoming a world-class university

defining the WCU self-declaration reputation rankings

top notch staff members financially able and well equipped 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 1The pool of intellectual resource should create an ambiance for optimum learning. The intellectual diversity “hybrid vigour” to energise the positive changes. The harmonic coexistence between the leader and the led, the gifted and the selected, culminating in a collective conscience of the scholars striving for excellence. It would be led by selfless leaders who are passionate and committed to the mission. Creating a culture of excellence, meritocracy, exploration and creativity.   2. Staff members who are the “top talents”, leading authorities in their respective areas of specialisation. Strong leadership is achieved via commanding knowledge and substantial contribution in the academic fraternity. These empowered staff would multitask between academic workload, consultation, marketing and maintenance of healthy and beneficial relationships with the industry.   3. A well-equipped institution that is financially well endowed with assets and income-generating investments. It also receives generous endowment from government, corporate bodies and alumni members to finance its quest for excellence; to invest in the state of the art facilities, R&D and able to attract and maintain top talent for its faculties.   4. The institutions which develop smart partnerships with the industry and top stakeholders are able to create synergy by providing industry-driven R&D. Strong collaboration ensures fit-for-purpose product and services that are sought after enhancing income stream via increase in industry and alumni contributions and product rapid commercialisation. 5. The institution ranks among the best globally. It is recognised for continued excellence in research, churning out quality graduates and offering the best facilities and staffing support. Graduates are henceforth highly demanded by stakeholders and major corporations   6. Stringent entry requirements that filter in only the cream: balancing the pursuit of leadership excellence, scholastic pursuits with extracurricular activities. Selects students with high research potential that contributes towards elevation of the institution, worldwide.

results and performance top graduates leading edge research technology transfer

critical dimensions concentration of talent abundant resources favorable governance

Alignment of Key Factors Characteristics of a World-Class University Alignment of Key Factors Autonomy Academic Freedom Students Teaching Staff Researchers Research Output Technology Transfer Concentration of Talent Abundant Resources Favorable Governance Leadership Team Strategic Vision Culture of Excellence Public Budget Resources Endowment Revenues Tuition Fees Research Grants WCU Supportive Regulatory Framework Graduates Source: Elaborated by Jamil Salmi

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

U. Of Malaya vs. NUS (II) governance 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)

France and Germany low in the rankings civil service status and mentality no tradition of competition France: autonomy on a voluntary basis, rejected

Germany “Excellence initiative” governance reform competition additional resources governance reform France: autonomy on a voluntary basis, rejected

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 France: autonomy on a voluntary basis, rejected

outline of the presentation defining the world-class university the path to becoming a world-class university

the path to glory upgrading existing institutions mergers creating a new institution

Upgrading & Fixing Universities Upgrade your knowledge – enhance, repair, connect, and adapt your universities!

upgrading approach less costly challenge of creating a culture of excellence focus on governance

mergers approach potential synergies 1+1=3 clash of cultures

creating a new institution higher costs getting the right culture from the beginning Kazakhstan, Saudi Arabia, Luxemburg, MMU in Malaysia, Paris School of Economics, Olin College of Engineering

who takes the initiative? role of the State favorable regulatory framework funding role of the institutions leadership strategic vision culture of excellence Oxford

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 Ranking of 75. Scanning of changing region (North Carolina): NASCAR and major car producers (BMW, Toyota)

conclusion what kind of institution? added value? alignment time dimension Teaching: top professors teaching undergraduate students Alignment: University of São Paulo Time dimension: Kazakhstan, Gulf states, Saudi Arabia