Following the George Floyd protests in 2020 and NIC’s ensuing support of the Black Lives Matter movement, a county Republican committee urgently endorsed the nomination of two Board of Trustees members that better champion conservative values. The two committee-backed nominees won, joining Todd Banducci to form an informal conservative majority among the five-member panel.

Since then, the college has ousted two presidents, introduced two interim leaders, and nullified a judge’s order to reinstate a president improperly placed on leave. Now, however, North Idaho College fights for its accreditation.

How did North Idaho College get here?

Northwest Commission on Colleges and Universities (NWCCU), the accreditation agency responsible for NIC, issued a “show cause” letter in February for a slew of reasons, including declining enrollment, a “continued exodus” of faculty and a string of 13 no-confidence votes passed by students, faculty and staff in the last two years. However, the predominant factor leading to the accreditation’s skepticism was its ongoing leadership problem.

In 2021, North Idaho’s board fired then-president Rick MacLennan without cause and eventually instated the school’s wrestling coach as interim president, drawing community-wide backlash and a lawsuit from MacLennan against the school, according to the NWCCU letter.

“Staff and faculty have made it clear. They are the boots on the ground here on this campus,” Wood said, “and they find great value in the leadership of Dr. MacLennan, as do I,” said Christie Wood, a trustee who strongly opposed the firing, according to The Spokesman Review. “I think this is a train wreck for the rest of the trustees that we have personal liability that you’re bringing upon us with this motion. It doesn’t make any sense at all to remove this president.”

With the help of interim trustees nominated by NWCCU, the board approved the presidential hiring of Nick Swayne in June 2022. However, the board then decided to suspend Nick Swayne a few months later without cause and inject Greg South as interim president. Swayne waged a lawsuit against the school for the suspension. Then came NWCCU’s February threat to strip NIC’s accreditation.

Where the college is now

With pressure from NWCCU and a judge’s order to reinstate Swayne as president, the board decided to maintain Swayne as president. However, they simultaneously nullified his presidency after the conservative majority-backed attorney Art Macomber found Swayne’s initial hiring the year before illegal. This move again drew the ire of students and staff as such a nullification goes directly against NWCCU’s mandate that Swayne remains president as long as his lawsuit and the commission’s accreditation loom.

“If this motion is passed, I can guarantee you we will lose accreditation. Simple as that,” said Swayne, according to KREM.

Students, faculty, alumni and other community members have banded together to create SaveNIC.org to warn the community how the college’s loss of accreditation could impact the state’s northern counties. They posit that Banducci’s leadership has cost the school $5.2 million in cancelled gifts, lawsuits, hiring firms to replace NIC members and other values.

Swayne subsequently won his lawsuit and has been reinstated as president of NIC. However, NWCCU’s final judgment on the school’s accreditation will not occur until June 23. When that time comes, Swayne and Board Chair Greg McKenzie, who voted to first suspend and then nullify Swayne’s presidency, will have to work together to make their accreditation plea.

The post How this college’s conservative takeover has led to lawsuits and accreditation troubles appeared first on University Business.

Since June 2022, seven presidents have stepped down from a college or university in Mississippi, which comprises nearly half the Magnolia State’s total 4-year institutions. Five of those exits have come in the last three months. Among the seven to step down, the majority left on unfavorable terms.

Moreover, only two institutions have named a full-time successor since their president’s departure (Delta State and the University of Southern Mississippi), leaving a considerable chunk of Mississippi’s colleges and universities with vacant seats in executive leadership.

While the number of departing presidents has piled up all at once, several of them enjoyed a tenure of nine years or more, including Robert Pearigen (Millsaps College, 13 years), Rodney D. Bennet (University of Southern Mississippi, 9 years) and William LaForge (Delta State University, 9 years). The average tenure among the seven presidents who have exited is about six years, which is on par with today’s average president turnover nationally. However, the tenure for Mississippi’s HBCU presidents to have stepped down is only about three years.

More from UB: Despite regulation efforts and student complaints, this popular edtech platform marches on

Walter is stepping down from Tougaloo after four years following a faculty “mass exodus,” a 40-year enrollment low of fewer than 700 students in 2021 and pressure from both students and alumni. Students voted no-confidence in Walters in 2022 and one alumni group formed against her leadership amassed more than 1,500 signatures in a petition calling for her removal.

“There is discontentment among our ranks directly related to low student enrollment, a decrease in campus morale, horrid student living conditions, and questionable financial practices that have negatively impacted the college,” the petition said, according to Mississippi Today.

Weeks after Millsaps College President Robert Pearigen announced his resignation after over a decade of service, Ivy Taylor announced she was leaving Rust College after three years, though why has yet to be answered. Rust’s board even declined to specify whether her exit was a firing or resignation. The Board of Trustees governing Mississippi’s public universities, the Institutions of Higher Learning (IHL), terminated Felecia Nave from Alcorn State University after the school’s community began calling for her resignation in 2021 after rapid enrollment decline and administrative resignations, similar to Walters.

Less than a month before that, Jackson State University’s Thomas K. Hudson resigned after being placed on administrative leave, making him the seventh president to leave the school since 2010. Jackson State’s faculty senate voted no confidence against Hudson in January for damaging the community’s trust in school leadership and for his frequent absences from key meetings.

The IHL replaced Rodney D. Bennett from the University of Southern Mississippi in July 2022, which was nearly a year sooner than the president had initially announced he’d be stepping down. At Delta State University, IHL gave then-President William LaForge notice of his leave “just prior” to making a public statement, leaving LaForge “very disappointed.”

The post Ghosts of Mississippi: Since last June, 7 presidents have stepped down in the state appeared first on University Business.

A new report by the Women’s Power Gap has discovered that more than half of all presidents appointed to an R1 research university since May 2021 were female (53%). Now, the percentage of women presidents serving the nation’s most elite universities has increased by 8% in the last two years, totaling 30%.

Ten of the 20 schools to have appointed a female president are doing so for the first time in school history. These schools include Columbia, Dartmouth, George Washington, New York University, Ohio University, Oregon State, Penn State, University of Maryland Baltimore County, University of Pittsburgh and University of Texas at Arlington.

Among the cream of the crop of R1 universities, 75% of the Ivy Leagues are now led by a woman. Dartmouth, Harvard, UPenn appointed a female president in 2022. Minouche Shafik of Columbia is the most recent selection in January of this year. Consequently, Princeton and Yale are the only two Ivy League schools currently led by a man, the latter now being the only Ivy school to have never elected a female president.

More from UB: Why these school leaders are clashing with students’ free speech judgment

Areas of improvement

Despite leadership gains for women, 57 schools have never had a woman in charge, which is about 40% of all R1 universities. At the state level, four out of six of Florida’s R1 universities have ever been led by a woman (67%), three out of four in Georgia (75%) and five out of eight in Massachusetts (62%). On the other hand, seven out of 11 R1 universities in Texas have been led by a woman. Interim presidents are not included in these figures.

Women of color and different ethnicities have made the least gains in school leadership. Despite female leadership increasing by 8% in two years, those of color only gained a 1% foothold. Moreover, of the 30% of women currently president, 3% are Asian, 2% are black and 1% are Hispanic. Similarly, men of color or various ethnicities aren’t adequately represented compared to their proportion of the U.S. population. While Hispanics make up roughly 19% of the nation, only 4% of Hispanic men currently serve as a president of R1 universities.

If we look at higher areas of leadership above the presidency of a single institution, fewer than 30% of board chairs are women. Even worse, no woman currently leads an independent university system.

To view recommendations on how to boost leadership equity, download the report Women’s Power Gap’s recommendations and matrix template here.

The post More than half of all elite president appointments in last 2 years were women appeared first on University Business.

The protests at Boston University erupted due to the ongoing Writers Guild of America strike, which the union waged against Warners Bros. Discovery and several other Hollywood studios for poor wages and other mistreatment. Zaslav, the president and CEO of Warner Bros. Discovery, faced chants, signs and protestors picketing in front of the entrance to the event.

While Brown defended the right to protest and asserted its function to sustain a liberal democracy, Brown repelled the behavior he believes is an offspring of “cancel culture.” Instead of vigorous debate and discussion, he sees this new trend as a mutation to “gain power, not reason.” And BU’s president is not alone in being fed up with students’ interpretation of free speech.

Around the country, several college leaders have spoken up to defend free speech against a student body that they believe steps on free expression. In leaders’ views, these actions form a hostility toward open dialogue and counter the mission of their respective universities. Their opinion isn’t unfounded either; Undergraduate students are by far the most likely demographic to attempt imposing sanctions on college professors.

More from UB: These schools are working smarter, not harder, to boost international student enrollment

Dean Jenny Martinez – Stanford Law School

In March, students stormed a conservative campus event that Trump-appointed U.S. Circuit Judge Kyle Duncan was attending. Facing hundreds of heckling protestors led by the law school’s associate DEI dean, Duncan’s planned talk devolved into a fiasco filled with “idiots,” “hypocrites” and “bullies,” according to Duncan.

Stanford President Marc Tessier-Lavigne and Law School Dean Jenny Martinez quickly issued an apology, and Martinez was quick to defend why. In a 10-page open letter to the law school’s community, the dean wrote that some protestors “crossed the line” from protest to disruption. “There is temptation to a system in which people holding views perceived by some as harmful or offensive are not allowed to speak,” Martinez wrote. “History teaches us that this is a temptation to be avoided.”

Martinez believes the DEI associate dean and the students worked counter to what diversity, equity, and inclusion stand for. “I believe that the commitment to diversity, equity, and inclusion actually means that we must protect free expression of all views,” Martinez wrote.

In the fallout, the DEI associate dean is on leave. Because Martinez found it impossible to differentiate between the students practicing protected forms of speech and those abusing it, she found it best not to reprimand anyone. Instead, she had law school students undergo a mandatory half-day session this past spring semester on free speech and its place in the legal world.

President Martha E. Pollack & Provost Michael I. Kotlikoff – Cornell

While Brown and Martinez defended the First Amendment by calling out attempts to disrupt speech, two Cornell leaders in April denied one student resolution they believed suppresses it.

The resolution, which Cornell’s Student Assembly approved, urged instructors to provide a heads-up in class syllabi for potential “traumatic content,” such as sexual assault, hate crimes and self-harm. However, President Martha E. Pollack vetoed the resolution, writing in a statement alongside Provost Michael I. Kotlikoff that, “Such a policy would violate our faculty’s fundamental right to determine what and how to teach.” The leaders wrote that allowing students to step away from such sensitive content would be detrimental to their intellectual growth and restrict professors’ academic freedom.

The post Why these school leaders are clashing with students’ free speech judgment appeared first on University Business.

Hampshire College is now set to welcome more than 300 students, its largest class since 2018. With 285 first-year students and 21 transfers, it follows four years of improving enrollment since its nearly fatal 2019 crash. Its Fall 2023 admission numbers are a 17% increase over last year, according to a statement.

The Massachusetts-based college is benefiting from a promising fundraising campaign, an attractive academic curriculum and a diversified recruiting strategy. These improvements are in small part due to the contributions of Hampshire College President Ed Wingenbach.

Shortly after assuming the presidency in August 2019, Wingenbach launched an ambitious $60 million fundraiser. As of January, the college has raised almost $40 million, nearly two-thirds of its target with a 2024 deadline, according to the Daily Hampshire Gazette. One of its most notable donations was $5 million from an anonymous source.

With the pandemic further catalyzing student interest in social activism, Hampshire College revamped its curriculum to address such topics as climate change and white supremacy, according to Mass Live. Its “radical approach” to education is a chief factor pushing enrollment, said Wingenbach in the statement.

“These numbers offer compelling proof that as students and families make their college choices, they’re drawn to an experience organized around the generation of new possibilities, new questions, and new solutions to the complex challenges our future presents,” said Wingenbach.

Additionally, the school has spread its recruitment class across 37 states. About 24 students are international and nearly 100 are of an underrepresented minority race or ethnicity.

New College, new students

Following Ron DeSantis’ revamped vision for a conservative-leaning institution at New College of Florida, Hampshire College pledged to match the Florida students’ current tuition if they transferred. Consequently, three of its incoming students hail from New College, while another 20 are pending.

More from UB: These college programs are helping students afford basic needs amid skyrocketing rent

The post This college celebrates its largest incoming class in 5 years after nearly merging appeared first on University Business.

No cohort of presidents might be more familiar with this than those leading small private colleges or universities in the Northeast.

With a smaller pool of available students due to demographic shifts, a growing wake of attention to mental health and a swelling public skepticism of higher education, these leaders from Pennsylvania, New York, Massachusetts and Maine are redefining their job to guide their schools in murky waters.

“If we were to go back 15 years and look at the college presidency, I would venture to say the job probably had about 70% certainty and 30% uncertainty, and you would spend the necessary time to navigate your way through that small 30%,” says Robert Johnson of Western New England University (Mass.). “I would say today in a post-COVID world and all the other different dynamics that are involved with leading an institution, there’s 75% uncertainty and ambiguity and 25% certainty.”

Some see it as the same job but with a lot more hats to wear.

“Presidents of small colleges in particular need to have facility or expertise in everything—budgeting, fundraising, government relations, academic program development and student development theory, to name a few, says Elizabeth Meade of Cedar Crest College (Penn.) “All of this is in addition to the strategic planning, leadership, and board management skills that come with the job.”

Here are what these presidents grapple with and how they are remaining headstrong in the new higher education landscape.

More from UB: Presidential exits: Some leave on a high note, others entrenched in scandal

The worth of a degree – higher education’s “existential threat”

Northeastern higher education leaders passionately explained how they’ve witnessed the transformation individuals, families and communities have undertaken when awarded a college degree. However, those outside the higher education sphere aren’t as convinced. “There’s a disconnect of discourse across the country questioning the value of higher education,” says Johnson.

The issue partly stems from ill-advised legislation, according to James Herbert of the University of New England in Maine.

“Ideally, policy decisions should start with a clear vision of the problem to be solved and should thoughtfully and dispassionately consider various alternatives, with careful consideration of unintended consequences along with appropriate caution and restraint to avoid overreaching. Unfortunately, that’s not how it often works,” he said, according to an email. “Whether motivated by sincere good intentions, mere political expediency, or some mixture of both, both state and federal legislators are increasingly weighing in on issues impacting higher education, and not always with good results.”

To Meade, the conversation doesn’t carry any substantial real weight.

“It is under attack not because it’s not living up to its promise, but because I think there is a feeling in this country that we don’t want to provide the financial support to higher ed that we have in the last 70 or 90 years,” she says. “The question isn’t of its value, the question is whether we as a society want to prioritize it. I believe that very, very deeply.”

Fewer students, more teamwork

With a decreased pool of students and a consequent smaller pool of revenue and resources, President Reisberg of Hartwick College (N.Y.) and other Oneonta community leaders are reevaluating their relationship with one another.

“I—and I also feel confident in saying my fellow president at SUNY Oneonta—believe that the economic vitality of our region is dependent on both of our institutions’ continued success and that we can both best succeed if we collaborate as opposed to compete, leveraging our complementary strengths,” he says.

SUNY Oneonta President Alberto Cardelle invited Hartwick College to join the Regional Innovation Council to collaborate on regional issues and opportunities in healthcare and human services, business development, and employee recruitment and retention to name a few.

Herbert believes some institutions need to rip the Band-Aid off and face the music.

“The ongoing drop in high school graduates, particularly in the Northeast and Midwest, is well documented,” he said. “Both public and private institutions are slow to adjust to this stark reality for several reasons, including, government subsidies that prolong reckoning with failing business models, resistance to mergers and acquisitions, and sheer wishful thinking that things will somehow magically improve. Students would be better served by fewer, stronger institutions.”

The college experience: In-person, online or hybrid?

After the pandemic offered students a taste of what the online college experience is like, students and staff alike are questioning what the future holds for it despite campuses opening back up.

“I believe the ability to manage dialogue and establish relationships in a hybrid environment is critical now for any college,” said Michaele Whelan of Wheaton College (Mass.), according to an email. “While it has some limitations and my preference is to have an in-person conversation, the hybrid environment offers flexibility and convenience, and it is here to stay.”

Meade is open to the hybrid experience, but she confesses that hybrid students are hard to keep engaged. “We have to find solutions to pull those students listening online in more,” she says.

For Johnson, the pandemic has led him to appreciate the face-to-face student experience even more.

“I have always believed that online education was not the panacea of the college experience, how to interact with different people from various socio-economic backgrounds,” he says. “The college experience is exactly that—it’s an experience. It’s a moral, social and ethical development of young people between the ages 17-22 as they transition from teenagers to adulthood and college campus and experience is what makes that happen.”

Student success is key

Reisberg believes how well students reintegrate back into re-opened campuses will determine Hartwick’s retention rates. As result, the liberal arts college has rolled out FlightPath to build a strong support network around each of its students by pairing them with a success coach, a faculty advisor, a career coach and an alumni mentor.

Western New England University is tackling student success on the mental health front, which has become an overwhelming challenge.

“There are not enough counselors out there,” says Johnson. “I don’t think you’ll find a president in the country who will be able to tell you that they have a sufficient number of counselors on staff that they can hire or commission to meet the demands of their community.”

WNE has thus begun working with the Mental Health First Aid Program which plans to train students, staff and faculty with the necessary tools to face mental health and substance-use issues in the community.

Revolutionizing recruitment and marketing

Meade believes recruitment in higher education has changed on two fronts: It’s a buyers’ market now and student outreach is an entirely new animal.

Akin to how the streaming era ushered in a revolutionary new way consumers watch shows whichever and whatever shows at their convenience, so, too has the way potential students expect communication from an interested school.

“Students aren’t sitting around waiting for us to email them things,” says Meade. “That means an entirely different website design, navigation, relying more on text as a strategy, and fundamentally reinventing our communications strategy on a continuing basis.”

“Personalization, personalization, personalization,” stresses Johnson. “How will this educational opportunity meet my specific need? The day of mass marketing is a thing of the past.”

The post Presidential worries: What’s keeping these Northeastern presidents up at night? appeared first on University Business.

State legislatures across the country have proposed or are pending approval bills that could dramatically alter the behavior and function of the public higher education system. Specifically, 25 bills in 15 states seek to punish faculty and schools that promote conversation on “divisive concepts,” such as race, gender, sex and American history, according to the PEN America Index of Educational Gag Orders.

Champions of Higher Education, organized by PEN America and Campus Compact, has united former college and university leaders and system heads to collectively voice their dissent about recent politics that aim to increase state oversight of public education institutions.

The alliance kicked off its campaign with a statement last Friday, which to date has been signed by more than 140 former leaders. Among those on the list were nine former state university system leaders from Louisiana, Maryland, California and Wisconsin, to name a few.

“It is American colleges and universities’ reputation as bastions of intellectual freedom that makes the American system of higher education a global leader and the envy of the world—a stature threatened today by censorious legislation within our own country,” the statement read.

Current college and university leaders are forced to bite their tongues on recent legislative efforts across the country, in fear of the retribution the state may seek to lay on their institutions for voicing criticism, such as defunding their operations. Facing this “impossible choice” of having to keep quiet, Champions of Higher Education aims to speak for those who must work within the “political complexities” of being an education leader.

Leveraging their connections with like-minded legislators and cultural, medical and military leaders, participants of Champions will coordinate speaking engagements and publicize articles to educate the public on the implications of such political aggressions.

“Statements are important but they’re not sufficient,” said Patricia Okker, former president of New College of Florida who was ousted by efforts from Florida’s governor, according to USA Today. “Let’s figure out actions that we can take to address this and build support for higher education and academic freedom and freedom of expression on campus.”

Champions aim to promote the cultivation of diverse perspectives, educational independence and robust debate at public institutions. They are still looking for new voices to step in and join their allegiance as they begin their campaign.

More from UB: HBCUs take note: 4 ways to sustain enrollment following post-pandemic boom

The post Over 140 and counting former leaders push back on legislative threats to higher ed appeared first on University Business.

The American College President Study (ACPS) 2023 Edition found that the majority of today’s leaders still fit the status quo of nearly 20 years ago: white, 60-year-old men. However, the rate of women at an institution’s helm has increased by almost 12% since the turn of the century.

One of higher education’s most notable characteristics today is its elevated leadership turnover. Specifically, the average amount of time respondents had been holding their presidential position upon being surveyed was 2.6 years less than in 2006 (5.9 years today, 8.5 years then). Moreover, 55% of respondents today say they plan on stepping down within the next five years.

“While they may not necessarily be stepping away from the presidency entirely, the prospective loss of institutional knowledge and turnover of presidential leadership will undoubtedly impact hundreds of institutions throughout the higher education sector,” ACPS wrote.

Nearly 60% of respondents were not preparing a successor once they leave.

Additionally, despite 80% of presidents agreeing or somewhat agreeing they have a strong support system with whom to share their feelings and stressors, at least half of all respondents struggled to find people who understood their problems.

More from UB: Presidential exits: Some leave on a high note, others entrenched in scandal

ACPS’ ninth edition breaks down respondents’ answers by gender and race to provide stakeholders of higher education actionable insight into building parity and equity in the presidency. This ninth edition is the first to break down responses by race.

By Gender

Twice as many men as women reported leading a college. The more prestigious a school’s Carnegie Classification became, the starker the disparity.

While more than half of all respondents cited working in higher education’s academic sphere before being selected for the presidency, women were more likely than men to gain the position by taking that traditional path. Colgate University leaders Hanna Rodriguez-Farrar and L. Hazel Jack recommend that one of the most decisive measures higher education can take to boost gender equity in school leadership is to seek female candidates outside of the academic realm. “There’s a bias against women who are not in an academic rank,” Rodriguez-Farrar and Jack wrote.

Women on average began aspiring to become a college or university president later in life than men, but school leadership often taps female candidates for the position at a quicker rate between their initial aspiration and appointment.

By Race

Presidents of color made up over a quarter of all respondents, and female presidents of color made up a little over 10% of respondents.

Female presidents of color were the least likely to report that the search process provided a clear understanding of the institution or system’s responsibilities for the presidency. However, this demographic reported an exceedingly higher rate of respondents who agreed that they had a support system with whom to share their feelings and stressors—about 20% more than white men, white women and men of color.

The post Paths to the presidency: The status quo remains despite slight shifts appeared first on University Business.

The last two weeks have seen the South Carolina university’s leadership flip on its head. An incendiary closed-door meeting and a fiery letter from the president—which was later leaked—calling out BJU’s “dysfunctional leadership” dragged the private evangelical university’s community into the fray and has culminated in the chairman’s resignation.

President Steve Pettit warned in a letter to the board’s chair that he would resign if Chairman John Lewis did not step down from his position. Pettit’s primary grievance with Lewis stems from his “posture of secrecy and hostility toward the board and administration.” For example, he forbade the Board from telling the school’s longstanding corporate counsel of a meeting held in February and he moved all executive committee meetings to a former president’s private residence, according to Pettit’s letter. Lewis also selects the school’s executive committee with the help of an outside lawyer who does not communicate with the Board directly unless granted permission from the chairman.

“The current direction is unsustainable,” Pettit wrote in his letter, according to Fits News. “I am walking down a dark road with no light ahead. The future of BJU requires the chairman and the president to work together. It is not happening now, and I can’t see it happening in the future.”

Pettit also aired his grave concerns for Lewis’ dismissal of the school’s fledgling financial, enrollment and donation projections, as well as the board’s “disregard for good corporate governance” and the mishandling of a Title IX investigation into accusations that a board member took inappropriate pictures of female students without their consent.

The letter sparked Lewis to fire dissenting board members and hire those in favor of him, and a closed-door meeting between the president and Chair on March 30 resulted in the president formally announcing his resignation later that same day.

Following his resignation, 17 faculty and administrative leaders wrote to the board demanding Lewis’s resignation and warning that Bob Jones is in “real and imminent jeopardy,” according to Baptist News Global. If he did not resign, they warned of “an institution-wide vote of no confidence in the entire board.”

The faculty and administrators also urged the board to seek immediate help from the Southern Association of Colleges and Schools, the university’s primary accrediting agency, according to the letter, which was signed by the executive administration team, deans and leaders of the Faculty Advisory Committee.

Similarly, students and alumni created a petition on Change.org calling for Lewis’ resignation and Pettit’s reinstatement as president, garnering almost 8,000 signatures, far exceeding Bob Jones’ current student enrollment numbers.

Pettit has not mentioned whether he will walk back his resignation since Lewis has stepped down. He has held the position since 2014.

Lewis had served as a Board member for 32 years, seven of those as Chairman.

More from UB: Chaos in Connecticut: Faculty, students seek to replace ‘bullying’ president

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Date & Time: Wednesday, May 10 at 2 pm ET

The CIOs from the University of Hawaii, Daemen University, and Davidson College have all led successful digital transformation efforts that have reduced inbound requests on their IT departments, while improving efficiency and satisfaction for faculty and students. Each school is unique and had its own context, challenges and culture to navigate.

Attend this webinar to learn from a panel discussion of these leaders as they share their experiences and lessons learned, and outline key strategies, insights and best practices for any institution pursuing digital transformation.

Takeaways will include:  

• Insights from real-world examples of digital transformation in higher ed
• Strategies for building a successful digital transformation plan
• Understanding the key characteristics of a successful digital transformation
• Best practices for managing change and driving adoption
• Practical tips for evaluating and selecting technology

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The post Leading Digital Transformation: Success Strategies from Higher Ed CIOs appeared first on University Business.