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2026 Strategic Planning for Higher Education | The Change Leader | The outlook for higher education in 2026 and insights for presidents and boards to know before completing their planning for 2026 and beyond

2026 Higher Education Strategic Outlook: Converting 2025 Shocks into Executable Decisions:

Before your 2026 strategic plan is finalized, pressure-test the assumptions that no longer hold

If you are preparing for a 2026 strategic planning cycle, this post is written to be used, not skimmed. It translates 2025 conditions into the board-level decisions, thresholds, and oversight questions that keep a plan executable when conditions shift. This briefing is designed to convert what you already know happened in 2025 into the decisions that protect execution in 2026 and beyond. Most higher education leaders do not need another recap of 2025. You lived it. The practical problem entering 2026 is how to convert a volatile policy environment, cost pressure, enrollment uncertainty, and accountability changes into decisions that protect the institution, preserve mission, and keep options open. This is the shift. 2026 planning cannot be built on stable assumptions. It has to be built on decision gates, credible contingencies,

Board meeting at a higher education institution discussing Academic Realignment and Organizational Redesign for Stronger Programs

Academic Realignment and Organizational Redesign: Why Your Institution Can’t Afford to Wait:

Strategic transformation lessons from the field—and why most institutions are getting it wrong

Let’s be honest: if you’re a higher education leader reading this, you’re probably feeling the pressure. Declining enrollment, budget cuts, faculty resistance to change, and boards asking increasingly pointed questions about institutional relevance. Sound familiar? You’re not alone. One must look no further than the daily headlines to understand that higher education is in the midst of an existential crisis. From small liberal arts colleges closing their doors to flagship state universities slashing programs, the landscape is shifting faster than most institutions can adapt. But here’s what I’ve learned after working with dozens of colleges and universities through major transformations: the institutions thriving aren’t necessarily the ones with the biggest endowments or the most prestigious reputations. They’re the ones that have figured out how to align academic offerings with real

Using AI for Higher Ed Board Governance: Improving the Trustee Experience While Protecting Fiduciary Responsibilities: Exploring practical applications, security concerns, and the fundamental role of human oversight

Using AI for Higher Ed Board Governance: Improving the Trustee Experience While Protecting Fiduciary Responsibilities:

Exploring practical applications, security concerns, and the fundamental role of human oversight

Is it possible for trustees to govern a billion-dollar institution while staying informed on every detail they’re responsible for? We like to think so, but the reality is, there are very few (= no) board members with these superpowers. One must look no further than the daily headlines to understand that higher education governance has never been more challenging—from Harvard’s governance challenges to Columbia’s board oversight issues—boards face a growing matrix of oversight responsibilities that require sophisticated tools and approaches to keep their heads above water. Meanwhile, artificial intelligence has emerged as a practical solution for many of the information management and strategic alignment challenges that plague modern board governance. Companies like Onboard and platforms such as Diligent’s Governance Cloud and BoardEffect are demonstrating how AI can address longstanding governance

A diverse team sitting at a conference table discussing University Mergers as a Strategic Option for Struggling Institutions | The Change Leader Consulting

University Mergers as a Strategic Option for Struggling Institutions:

The business reality of applying M&A rigor to higher education in a buyer's market

University Mergers: When Partnership Language Meets Business Reality University mergers are no longer rare events—they’re becoming one of the only remaining strategies for leaders trying to preserve mission, protect students, and avoid closure. As the growing number of higher education institutions struggle financially and the number of institutions closing increases, institutional partnerships —events referred to in the corporate world as “mergers and acquisitions” (or simply “M&A”) —are becoming more commonplace. And like the corporate world, the expertise needed to successfully consummate such a transaction is highly specialized. Will Higher Education Come Back from the Current Decline? Higher education is in what is known in business-speak as a mature-to-declining market, i.e., there is more capacity (seats in classrooms) than demand (students).  As such, traditional post-secondary institutions are facing significant headwinds that

Agile Strategic Planning for Higher Education-building adaptive institutional agility and strategic resilience in an era of high volatility | A businessman selecting a button on a futuristic display with a Agility concept written on it.

Agile Strategic Planning for Higher Education:

Building Adaptive Institutional Agility and Strategic Resilience in an Era of High Volatility

It feels like the ground is constantly shifting beneath higher education. Abrupt policy changes, unstable funding, and mounting pressure from boards, legislators, and the public are forcing institutions to rethink how they approach strategic planning. Traditional higher education strategic plans—often built on fixed assumptions—can’t keep pace with today’s uncertainty. Agile strategic planning for higher education offers a more effective approach. It helps institutions stay mission-focused and adaptable as circumstances evolve—without losing sight of long-term priorities or near-term realities. This article provides higher education leadership with a practical framework for building an adaptive strategic planning process that can withstand volatility and drive better outcomes. Why Traditional Strategic Planning Fails in Today’s Higher Ed Environment Most strategic plans in higher education are written with the best of intentions—but many are outdated before

The Growing Trend of Higher Ed Mergers-upward trendline showing higher education institution puzzle pieces that represent mergers

The Growing Trend of Higher Ed Mergers—Lessons from the Field:

Lessons and strategies from successful mergers to help leaders plan, align, and lead through change

As demographic shifts, financial pressures, and changing student preferences reshape higher education, we’re seeing an upward trend of higher ed mergers and consolidations as viable strategies for sustaining their missions and remaining competitive. Mergers present opportunities to streamline operations, share resources, and maintain accessibility, but they are also complex undertakings requiring thorough planning and engagement across all stakeholder groups. Insights from recent successful mergers reveal critical action steps institutions should consider, offering a roadmap for those contemplating similar strategies. The Growing Need for Strategic Restructuring Public higher education faces unprecedented challenges. Declining college-age populations in many regions, shrinking state funding, rising operational costs, and shifts in student preferences have forced many institutions, particularly regional and rural universities, to reassess their structures. These pressures often lead to a difficult cycle where

Illustration showing effective change management in higher education with icons representing holistic thinking, strategic alignment, and stakeholder engagement in front of a university building.

Effective Change Management in Higher Education:

A Holistic Framework for Institutional Transformation — Addressing the Change Management Realities, Barriers, and Breakthroughs

The Reality of Institutional Transformation While change has always been part of academia, the current rate of transformation is undermining the viability of institutions that once seemed unassailable. Between 2016 and 2023, more than 90 colleges closed their doors permanently. This challenge is particularly acute for institutions with long-established cultural and historical foundations. Many colleges face the delicate balance of honoring tradition while embracing the innovation necessary for survival. For faith-based institutions, especially, the challenge is twofold: meeting external demands while staying true to their core missions and values. Through my work with college presidents and governing boards, I’ve seen how technological disruption, financial pressures, post-pandemic student readiness gaps, and the increasingly politicized landscape around DEI have made leadership more complex than ever. These factors are not temporary; they are

How Lumina’s 2040 Vision Can Help Restore Public Confidence in Higher Education: Creating Pathways to Rebuild America's Trust in Colleges and Universities

How Lumina’s 2040 Vision Can Help Restore Public Confidence in Higher Education:

Creating Pathways to Rebuild America's Trust in Colleges and Universities

A staggering one-third of the American population reports having no confidence in higher education. Once viewed as the gateway to opportunity and upward mobility, colleges and universities are now in a trust crisis—increasingly perceived as inaccessible, unaffordable, and disconnected from the realities of today’s learners. The consequence? The drop in public confidence exacerbates the effects of the demographic cliff, leading to even greater enrollment declines. At the center of efforts to understand and respond to this shift is Lumina Foundation, a national private foundation dedicated to expanding access to postsecondary learning. With decades of research and policy leadership behind it, Lumina has taken the long view—and a bold one. Its newly announced national goal calls for 75 percent of the U.S. workforce to attain a college degree or a credential

Why Public Trust in Higher Ed Is Declining — And What Leaders Can Do About It- Addressing the crisis of confidence in higher education

Why Public Trust in Higher Ed Is Declining — And What Leaders Can Do About It:

Rebuilding Confidence in Higher Education: Addressing Challenges Through Transparency, Affordability, and Workforce Alignment

Higher education in the United States stands at a pivotal juncture, confronting a profound crisis in public confidence amid significant drops in enrollment. Once perceived as a direct path to economic and social stability, college education is increasingly viewed with skepticism. Rising costs, ideological divides, and evolving job market demands have created new barriers for students, while demographic shifts indicate continued enrollment declines that pose further challenges for institutions. Recent data from the 2024 Gallup/Lumina survey reveal that only one-third of Americans currently have high trust in higher education, while another third report little or no confidence. This erosion of trust aligns with stagnant enrollments and a demographic downturn that has left millions of Americans without degrees or career prospects. Addressing these challenges requires institutions to take bold, student-centered actions

Top 12 Challenges Facing Higher Ed in 2025—and the Exemplars Solving Them: A university board meeting with concerned board members discussing the challenges.

Top 12 Challenges Facing Higher Ed in 2025—and the Exemplars Solving Them:

An overview of the most urgent issues impacting higher education, with examples of how some institutions are beginning to respond.

The Greatest Challenges Facing Higher Education: A Comprehensive Analysis for 2025 with Exemplars in Navigating Solutions Higher education is no longer coasting—colleges and universities now face a defining moment. In the “go-go” days just 15 years ago, higher education had 21 million students (graduate and undergraduate) and 18.1 million undergraduates. When there was a recession, higher ed institutions could count on an uptick in enrollment. Institutions were building multiple new buildings and programs to offer students, and new buildings and dormitories to teach and house the same students. Unfortunately, those go-go days did not last. Today, undergraduate enrollment has dropped by 2.6 million to 15.5 million, leading to a significant overcapacity. In industry, what happens when there is more inventory than there are customers? A recession. And that is where

Presidential Evaluations: How Boards Strengthen Oversight

Presidential Evaluations: How University Boards Strengthen Oversight:

Structured evaluations strengthen governance, accountability, and institutional success

Utilizing Presidential Evaluations as a Strategic Growth Tool University presidents play a crucial role in shaping institutional success, yet their performance evaluations often lack the rigor and structure necessary for true accountability. While accrediting bodies mandate presidential evaluations, many institutions still rely on informal or verbal assessments that fail to provide meaningful oversight. This gap in evaluation practices not only weakens institutional governance but also raises concerns about board independence and effectiveness. An effective presidential evaluation process is not just a regulatory obligation—it is a strategic tool that enables boards to assess leadership performance, align institutional goals, and ensure long-term sustainability. By implementing structured, transparent, and data-driven evaluation processes, boards can strengthen their oversight and hold presidents accountable for the institution’s success. This article explores the significance of presidential evaluations,

Board Independence in Higher Education Drives Better Governance | The Change Leader | A higher education board room with a diverse group of board members listening to the university president and board chair present proposed academic restructuring.

Board Independence in Higher Education Drives Better Governance:

How Independent Boards Strengthen Leadership, Decision-Making, Accountability, Oversight, and Institutional Sustainability

Being on a higher education institution’s board is not easy. First, there are significant demands on your time (if the board is functioning properly). Second, you are not getting paid for all this “service” you are giving. Lastly, and most importantly, higher ed doesn’t really understand the meaning of accountability when it comes to board governance (or many other things). The higher education sector is experiencing unprecedented market pressures, from declining enrollments to shifting accreditation demands. In this environment, board independence has become a critical factor in institutional sustainability. However, the traditional dynamics between long-serving presidents and their boards often compromise the essential oversight function that governance bodies must provide.  When board members prioritize institutional well-being over personal or professional loyalties, they foster a culture that values accountability, transparency, and

Are University Mergers the future of institutional sustainability?

Are University Mergers the Future of Institutional Sustainability?:

Examining the Benefits, Challenges, and Alternative Strategies in an Era of Higher Education Transformation

Higher education institutions are facing significant challenges to their existence. Not only are they facing the demographic cliff which begins within the next year, changing funding patterns (especially due to the political landscape in Washington), inflation, and greater competition for a shrinking pool of students, institutions must cope with overcapacity and aging buildings and plant equipment. Any institution with less than 2,500 students, an endowment of less than $10 million, or a discount rate of greater than 50% is at risk of closing. In response, some institutions have turned to mergers, consolidations, or strategic partnerships as a solution. But are mergers truly the future of institutional sustainability in higher education? This article explores the forces driving university mergers, the benefits and challenges they present, and whether they represent a sustainable

Scaling online education with centralized operations for state university systems - Building Centralized, Scalable Online Models for Higher Education Financial Sustainability

Scaling Online Education for State University Systems:

Building Centralized, Scalable Online Models for Higher Education Financial Sustainability

A Strategic Approach to Expanding Online Education in State University Systems Higher education is at a critical crossroads. As traditional enrollment declines due to demographic shifts and waning public confidence, scaling online education has emerged as a lifeline for state university systems aiming to stay relevant and financially sustainable. Once relegated to the periphery of higher education, online programs are now integral to institutional strategy, attracting a diverse demographic of “nontraditional students,” which includes working professionals, caregivers, mid-career learners, and even traditional students who want the flexibility to attend classes when they want to. Multiple institutions have demonstrated the potential for scalable success through centralized online operations. By focusing on scaling online education to meet the needs of non-traditional learners, institutions have set benchmarks for growth, efficiency, and workforce alignment.

Turning pages of a book with 2025 predictions for higher education and Higher ed 2024 year in review

Higher Ed 2024 Year in Review and 2025 Predictions:

A Year of Change and Challenges

The higher education landscape in 2024 has been marked by significant upheaval and transformation – some might say that it has been the most turbulent year in its history. We have seen political polarization, demographic challenges, and rapid technological advancements intersect, resulting in higher education institutions facing immense pressure to adapt. All the while, there continues to be more capacity than there are students, which is characteristic of a mature-to-declining market that has resulted in an increased pace of mergers and closure activities. All in all, it has been a doozy of a year. This article examines the trends and developments that shaped 2024, provides a thematic review of the year, and outlines key predictions for 2025. A Look Back At Our 2024 Predictions for Higher Ed In our annual

Three pillars of strategic planning in higher education - Strategic Planning for sustainable growth, Alignment of strategy structure and process, Stakeholder Engagement with a collaborative vision and participation.

Three Pillars of Strategic Planning in Higher Education:

A Framework for Building Sustainable Institutions Through Holistic Planning, Alignment, and Stakeholder Engagement

Strategic Planning Framework: Using the Three Pillars of Holistic Thinking to Improve Higher Education Sustainability Strategic planning in higher education has never been more critical than it is today. As institutions navigate an increasingly complex and volatile landscape, the need for a comprehensive framework to ensure long-term sustainability has become paramount. Yet many colleges and universities struggle to implement effective strategic planning processes that drive real institutional transformation. Higher education is at a crossroads, with colleges and universities facing economic pressures, demographic changes, and shifting public perceptions. The traditional model of higher education has been disrupted by several factors, including the decreasing number of college-age students, increasing costs, and a shift in public sentiment that questions the value of a college degree. This shift is particularly challenging for institutions heavily

higher education board room with board members panicing over their institution's climbing debt and shrinking merger options

College Merger Strategy: The High Cost of Waiting Too Long:

When Timing a Higher Ed Merger, Procrastination and Hope Put Your Future at Risk

“We’ll explore merger options when we absolutely have to.” These words, echoing through board rooms and presidential offices across American higher education, may well become epitaphs for institutions that waited too long to begin a merger strategy. In today’s higher education environment, by the time a college “absolutely has to” merge, its options have already become severely limited—if they exist at all. Higher education is on the precipice of one of its most significant enrollment crises in decades. The challenges, spurred by demographic shifts and the upcoming demographic cliff, economic factors including the FASFA debacle, and changes in student behavior, have caused many institutions to scramble for solutions. Some colleges and universities, particularly those that have traditionally relied on steady enrollment, find themselves in a precarious financial position. For institutions

academic realignment frameworks higher education board or directors in a conference room discussing academic realignment frameworks for their institution

Three-Year College Degrees: A Strategic Response to Enrollment Challenges:

An Academic Realignment Framework for Modern Higher Education

The Urgency for Strategic Adaptation in Higher Education Higher education is in deep need of innovating and changing some of its core beliefs, one of which is the “myth” that to be successful, students must graduate with a four-year college degree. And one of the best examples to bust this myth is Bill Gates, founder of Microsoft. In 1975, Bill Gates famously left Harvard after only three semesters, driven by the conviction that his opportunity in personal computing couldn’t wait for the traditional four-year degree. Today, students are making similar decisions, but their motivations often center on prohibitive costs and a desire for faster, more direct pathways to meaningful careers. Almost half of U.S. college students fail to complete their degrees, and college tuition has continued to rise, outpacing inflation

post-merger integration planning for successful university mergers The Change Leader | connecting two universities by bridge

Post-Merger Integration: Planning for Successful University Mergers:

Strategic Framework for Successful Integration: Aligning Vision, Operations, and Culture in Higher Education Mergers

Higher education institutions are facing mounting pressures driven by decreasing enrollment and many other factors. As a result, mergers have become an increasingly common strategy for achieving financial stability, expanding academic offerings, and pursuing strategic growth. Merging two universities is a complex, high-stakes exercise – and involves much more than simply combining assets. Post-merger integration requires a thoughtful alignment of visions, cultures, governance, and operations to ensure long-term success. The stakes couldn’t be higher: failed integrations waste millions in resources, damage institutional reputations, and leave students and faculty in limbo.   The State of Higher Education: Why Mergers Matter Higher education in the United States is currently navigating what in business is called a “mature-to-declining market.” This term, borrowed from business, describes a situation in which there is more capacity

Is Shared Governance Obsolete or Has it Just Gone Off the Rails-The Change Leader

Is Shared Governance Obsolete or Has It Simply Gone Off the Rails?:

Repairing and Updating Derailed Shared Governance for Effective Collaboration

Shared governance was designed to promote cooperation between faculty and administration at colleges and universities. However, at many institutions, this well-intentioned model has gone off the rails – devolving into power struggles, overstepped boundaries, and paralytic gridlock. This dysfunction prevents institutions from adapting academic programs and policies nimbly to changing educational demands. It has led many leaders to question whether the framework of shared governance is obsolete and if needs to be abandoned entirely.   How Shared Governance Derailment Damages Institutional Effectiveness One institution’s dean lamented, “I can’t get anything done because of the faculty senate.” The issue? Dogged opposition from faculty over decisions such as where to build a new student parking lot – a clear overstep of faculty’s purview. Situations like this highlight the danger in the lack

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