Anticipate Rather Than React

Over the past few months, this phrase has been heard at colleges and universities across the country: “We’re taking a step back and going back to basics.” At first glance, that’s not a bad idea. A focus on education and research—the core of any educational institution—makes sense. But in practice, “back to basics” often means putting a halt to much-needed changes, eliminating temporary contracts, cutting costs through natural attrition, and other piecemeal measures.

Consequence: the quality of education comes under pressure, workloads increase, and there are no structural solutions to the challenges surrounding digitization, no real commitment to greater interdisciplinarity and student mobility, no improvement in alignment with the labor market and the transitions taking place within it, and so on. So the path back to basics does not seem to come without its costs. And the bill? It often still falls on teachers, researchers, and students. That is neither desirable nor necessary.

To cope with budget cuts, we see that university boards seem to be focusing on short-term cost reductions by making cuts to the core operations—for example, by reducing the number of degree programs, faculty members, or researchers. The question, however, is why so little attention is being paid to improving the operational management surrounding the core processes. After all, that would truly get the basics in order and ensure a solid foundation. Consider:

• Strengthening collaboration between operations and Education. All too often, operations are viewed as separate from Education, with school boards and management teams focusing on their own areas or departments (IT, HR, Finance, etc.). However, efficient and effective operations are not merely a prerequisite but an integral part of quality education.
• Improving educational logistics. This involves aligning processes and systems with the practical realities and needs of students and faculty—rather than the other way around. Educational logistics is the engine room of an educational institution—ensure that its operations receive the attention they deserve, including at the administrative level.
• Clarify tasks, roles, and responsibilities. A significant portion of time, resources, and capacity is wasted on lengthy decision-making processes and meetings. Reduce bureaucracy, ambiguity, and overlapping roles—especially in and with the field—so that actions are taken accordingly.

The announced budget cuts are forcing administrators and directors to make difficult choices. After all, the way an institution handles budget cuts determines the future of Education and research. Organizations that excel at Strategy Execution make those choices, thereby ensuring focus, clarity, and realism. Key to this is striking a good balance between ambition and feasibility. But where do you start?

1. Reevaluate your strategy and define specific objectives that align with the new reality. The priorities from a year ago are probably no longer the same as today’s priorities. Be sure to focus on a positive message. After all, you’re working together toward the future.
2. Make choices that contribute to these objectives, in line with the capacity for change. Avoid choosing based on the path of least resistance; instead, clearly define how something contributes to the established objectives. And be realistic about this: what time, resources, and capacity are available? What is still possible, and what is not (at this time)?
3. Make holistic decisions—make school operations an integral part of and a shared responsibility for quality Education. Day-to-day operations sometimes feel like water from the tap. But investing in good processes pays off in the long run, especially in Education and research.

The focus for institutions hard-hit by budget cuts should be on protecting Education and Research. This involves having the courage to improve and innovate all the roles, tasks, processes, and systems designed for that purpose. With this approach, administrators, boards, and management teams will not always be popular. After all, change is a complex process that does not necessarily proceed smoothly in these uncertain times. Engaging and uniting people is crucial, but it also takes time and resources—something that is particularly scarce right now.

Making choices, therefore, requires an investment. And making the right choices now means laying a solid foundation for the future. Because Education isn’t about systems, structures, or policy plans—it’s about students, faculty, and researchers. That’s where the focus should lie.