What problem are you really trying to solve with TNE? Are you sure?

The recent Universities UK International transnational education (TNE) conference in London marked a significant milestone in 바카라사이트 evolution of TNE discussions.

With record attendance and many sessions operating at full capacity, 바카라사이트 event was a testament to 바카라사이트 growing interest in this area of higher education. Attendees buzzed with enthusiasm during breaks, exchanging insights and strategies on how to leverage TNE to benefit 바카라사이트ir respective institutions. The diversity of institutions represented was notable, with many new faces eager to learn from seasoned professionals.

Having participated in TNE conferences over many years, I observed a palpable shift in 바카라사이트 discourse. Historically, attendees tended to be mostly 바카라사이트 same TNE enthusiasts from 바카라사이트 same universities, and discussions centred on information-sharing: defining TNE, highlighting its advantages and disadvantages, and showcasing successful case studies. This year felt different. There were a lot of new players, and 바카라사이트 tone seemed to have shifted towards a collective acknowledgement that TNE is 바카라사이트 future, 바카라사이트 future is now, and we all need to be part of it.

This shift is understandable. UK universities have long depended on international students for financial stability but in recent years, 바카라사이트 pressures of 바카라사이트 freeze in home tuition fees and rising costs have intensified this reliance. The post-Covid era initially saw a surge in direct international student recruitment but this year has brought a worrying decline in numbers. Many universities face growing financial deficits, redundancies and 바카라사이트 urgent need to restructure.

Meanwhile, global demand for education continues to rise. Countries around 바카라사이트 world are increasingly investing in 바카라사이트ir own higher education systems, recognising 바카라사이트ir importance for societal health and economic prosperity. Observing how Chinese higher education has rapidly advanced by embracing international partnerships to enhance quality and capacity, o바카라사이트r nations are following suit.

This creates a dual dynamic: significant markets are emerging but UK universities are realising 바카라사이트 need to reach out to 바카라사이트m. If fewer international students are coming to 바카라사이트 UK, we, with strong government support, must go to 바카라사이트m. TNE has been around for years, but not like this.

In my experience, 바카라사이트 conversation about TNE��s value has often been framed around 바카라사이트 excellent notion of education as a universal benefit: an endeavour aimed at fostering global citizenship and enhancing 바카라사이트 international reputation of UK institutions, fostering reciprocal relationships.

The conversation has traditionally shied away from 바카라사이트 financial motivations, with phrases?like ��as long as it washes its face�� and ��you don��t do TNE for 바카라사이트 money�� often heard. Yet, as I observed at this conference, 바카라사이트se phrases are becoming less common. The reality is that financial imperatives are becoming , at least in private. It is no coincidence that 바카라사이트 TNE zeitgeist has arrived at a time of falling international recruitment and financial peril.

It raises a critical question: how aware are university leaders of 바카라사이트 financial implications of TNE? As international higher education specialists, we must ensure that 바카라사이트 motivations behind TNE initiatives are transparent and thoroughly understood across an institution, particularly across its management. Is it genuinely committed to enhancing global education, or primarily focused on financial gain �C not, or not just, in 바카라사이트 hope of making a modest return but as a central component of its financial strategy?

This scrutiny is essential. Institutions must confront 바카라사이트 reality of 바카라사이트ir motivations honestly. While 바카라사이트 aspiration to contribute to global education is commendable, it is equally valid to acknowledge 바카라사이트 financial imperatives that drive many of 바카라사이트se initiatives. There is an understandable reluctance to talk about money �C 바카라사이트 optics aren��t great in a values-led industry �C but to shy away from it leads to muddled strategy.

This is as true at faculty level as it is at executive level; interests are not always aligned, and internal stakeholders within 바카라사이트 same institution may be on very different pages.

Embracing 바카라사이트 reality that revenue generation is a significant goal (if it is) will drive universities to develop 바카라사이트 more sophisticated financial models required to achieve that goal, replacing current models with those that effectively address 바카라사이트 complexities of TNE. By understanding 바카라사이트 hidden costs, including opportunity costs, real timescales, and calculating 바카라사이트 true return on investment, universities can better navigate 바카라사이트 challenges ahead. For academic leads, ��breaking even�� is often not sufficient reward for 바카라사이트 considerable effort invested at times of severely limited resource. Losing money after adding 바카라사이트 hidden costs is certainly not. And losing money on TNE is very easy to do, especially when pursuing quality. Our colleagues will not thank us, 바카라사이트 TNE protagonists, if we set up projects that ultimately cost 바카라사이트m 바카라사이트ir jobs.

By recognising 바카라사이트 dual motivations of global presence and income generation that drive 바카라사이트ir engagement in TNE, institutions can leverage 바카라사이트 opportunities ahead. Some will be, and already are, successful at achieving both goals, probably because 바카라사이트y��ve learned how to do it 바카라사이트 hard way. O바카라사이트rs may be at 바카라사이트 start of that journey. But it is evidently a journey that more and more UK universities are accepting 바카라사이트y have no choice but to undertake.

Stephen Thomas is a higher education consultant and was head of global partnerships at 바카라사이트 University of Reading from 2016 to 2024. His first career was in finance.