Continuing and professional education occupies an increasingly important position inside higher education: Employers need new skills. Professionals need to continually reskill. Industries are changing faster than traditional curriculum cycles. Adults want shorter, more flexible pathways. And institutions are searching for sustainable new sources of revenue. That should create enormous opportunity for continuing education. But opportunity doesn't automatically create growth. S

Universities and research organizations produce enormous amounts of valuable intellectual capital. Research. Data. Frameworks. Faculty expertise. Methodologies. Benchmarking. Specialized knowledge. Industry relationships. Yet much of that value was designed to advance research and education, not to become a market-facing product. That creates an interesting question: What does your organization already know that someone outside the institution would pay to access? Commerciali

Leadership teams everywhere are asking: Where should we use AI? It's understandable. The technology is moving quickly, vendors are introducing new tools constantly, and organizations don't want to fall behind. But that may be the wrong first question. A better question is: Where is work unnecessarily expensive, slow, repetitive, or difficult in our organization? Then ask whether AI can help. Start with the work, not the technology Imagine an enrollment team manually respondin

When enrollment falls short of expectations, one solution tends to appear quickly: Generate more leads. Sometimes that's exactly what an institution needs. But sometimes there are already enough prospective students in the pipeline. The institution is simply losing too many of them along the way. Before increasing marketing spend, examine where enrollment revenue may already be leaking. Leak #1: Inquiry response How quickly does someone receive a meaningful response after exp

Launching a new academic, professional, or workforce program can create significant new revenue. It can also create an expensive program nobody wants. Too often, program development begins internally: We have faculty expertise in this area. Someone suggested this degree. A competitor launched something similar. Employers keep talking about this topic. Those may be useful signals. But none of them independently demonstrate market demand. Before committing significant resources

When growth slows, organizations often jump quickly to solutions. Increase the marketing budget. Launch a new program. Hire another enrollment counselor. Implement a new CRM. Add corporate partnerships. Invest in AI. Any one of those decisions might be right. But before investing more resources, there is a more important question to answer: What is actually preventing growth? For colleges, universities, education organizations, and research institutes, growth rarely depends o

In an era where technological evolution shapes the landscape of success, the concept of digital transformation has become more than a...

A university stands to gain substantial advantages when there is a synergistic relationship among programs with a strong product/market fit, a powerful marketing strategy, and an effective admissions team. Here's how each element contributes to the overall success of the university: Strong Product/Market Fit: Enhanced Reputation: Programs that meet the needs and expectations of students and the job market contribute to a positive university reputation. Graduates from well-fit

Are you seeking ways to enhance enrollment at your institution while prioritizing the student experience? Discover these seven effective strategies implemented by a higher education expert: Leverage Data to Understand Students: Utilize detailed analytics to track student behavior online, allowing for targeted communication to encourage application completion and class registration. Review Financial Aid Packages Individually: Instead of automated packages, evaluate each studen