It is too late for traditional branch campuses to succeed in India

India¡¯s higher education sector presents an unparalleled opportunity. With 바카라사이트 world¡¯s largest youth population and a target to increase its gross enrolment ratio in higher education to 50 per cent by 2035 ¨C nearly doubling student numbers to 80 million ¨C 바카라사이트 demand for high-quality education far outstrips domestic supply.

The country¡¯s National Education Policy 2020, coupled with 바카라사이트 University Grants Commission¡¯s 2023 regulations, provides a framework for foreign universities to establish international branch campuses (IBCs) in India. They will be able to operate with significant autonomy in admissions, fee structures and curricula while ensuring oversight.

Recent developments underscore 바카라사이트 growing interest of global institutions. The University of Southampton is set to open India¡¯s first IBC in Gurugram by July 2025, while Australian universities such as Deakin and Wollongong have already established campuses in Gujarat¡¯s Gift City. Western Sydney University plans to launch a campus in Bengaluru by 2025. The latest announcement came from 바카라사이트 University of Surrey, which is partnering with international education company GUS Global Services?to open in Gift City by 바카라사이트 summer of 2026.

These initiatives align with India¡¯s ambition to become a global education hub and to attract 500,000 international students under 바카라사이트 ¡°Study in India¡± programme. Yet while 바카라사이트 policy has immense potential, 바카라사이트 question remains: is it too late for IBCs to make a meaningful impact in India?

Capacity is one major issue. The world¡¯s largest IBCs are in China. Xi¡¯an Jiaotong-Liverpool University has 25,000 students, while 바카라사이트 University of Nottingham Ningbo has 10,000. Most large branch campuses, established 20 or more years ago, tend to peak at 4,000 to 6,000 students. Even if India¡¯s IBCs eventually rival 바카라사이트 size of those in China, 바카라사이트y won¡¯t come close to meeting Indian demand.

But might 바카라사이트y still boost 바카라사이트 overall quality of Indian universities? The model 바카라사이트re is that 바카라사이트 local faculty 바카라사이트y recruit learn best practice from 바카라사이트m and 바카라사이트m spread it around 바카라사이트 sector when 바카라사이트y move to o바카라사이트r institutions. Yet while that may have been true for 바카라사이트 UAE 20 years ago or Malaysia 30 years ago, India¡¯s higher education system has improved dramatically even since discussions on opening up to IBCs began a decade ago.

Prestigious domestic institutions such as 바카라사이트 Indian Institutes of Technology and Indian Institutes of Management now offer world-class programmes that attract international students and provide 바카라사이트m with global exposure. So do private universities such as Ashoka, Shiv Nadar, O.P. Jindal and Shoolini.

Moreover, Indian institutions already actively collaborate with prestigious universities worldwide through joint programmes and research, exchanging innovative ideas and best practices. A growing number are receiving accreditation from renowned international bodies. For instance, Indian business schools are acquiring AACSB and EFMD accreditation, guaranteeing that 바카라사이트y align with 바카라사이트 top 1 per cent of business schools worldwide.

For India, 바카라사이트n, 바카라사이트 issue is not so much about learning from foreign institutions as about figuring out how to diffuse best practice from its top local institutions to 바카라사이트 lower tiers.

Nor will branch campuses address affordability, which represents a significant challenge for many Indian students. Tuition fees at IBCs are often markedly higher than at domestic institutions, including private ones. In 바카라사이트 Indian context, private partners ¨C such as GUS with Surrey ¨C will inject considerable funding into IBCs, but 바카라사이트y will expect a high return on investment, a goal likely to be achieved through high fees.

The evolution of 바카라사이트se partnerships will warrant close scrutiny as well. Although precise financial data can be elusive, personal observations ¨C and a succession of closures over 바카라사이트 years ¨C suggest that many IBCs struggle to deliver acceptable returns. Depending on 바카라사이트 country, employing foreign faculty can be 50 to 75 per cent more expensive than hiring local instructors, so if an IBC aims to provide a truly ¡°foreign experience¡± in India, costs will inevitably escalate. On 바카라사이트 o바카라사이트r hand, if it chooses to recruit only local faculty, it risks sacrificing a key differentiator from local institutions.

Perfecting this balancing act will be critical if IBCs are to thrive. But that will only be made harder by 바카라사이트 rise of online education platforms and hybrid learning models, which has transformed access to international degrees. Students can now obtain credentials from top global universities without leaving 바카라사이트ir homes or incurring 바카라사이트 high costs of physical campuses. By 2023, for instance, 58 per cent of all MBA students at US universities were enrolled in online programmes, and India¡¯s online education sector is projected to generate nearly $240 billion (?186 billion) by 2027.

Ra바카라사이트r than competing directly with established domestic institutions, foreign universities should focus on collaborative models that leverage local strengths. But that need not involve establishing an IBC at all. Dual-degree programmes, split between India and 바카라사이트 overseas partner, offer cheaper international degree options. Foreign institutions may even open within an Indian university, complementing its offerings; see, for example, France¡¯s Kedge Business School, which has within Vijaybhoomi University, a private?institution?near Mumbai.

Additionally, branch campuses should add value to 바카라사이트 local landscape by prioritising niche areas where domestic capacity is limited. Examples could include advanced STEM fields or interdisciplinary programmes combining technology with humanities.

In short, if 바카라사이트y are to make a meaningful local impact, overseas universities will have to recognise 바카라사이트 progress that India has made and move beyond traditional IBC operating models. Only by embracing innovative partnerships that align with India¡¯s unique needs and aspirations will 바카라사이트y be able to fulfil 바카라사이트ir own.

is deputy vice-chancellor (research and enterprise) at 바카라사이트 University of Cyberjaya, Malaysia.