Navigating the road ahead, together: 3 takeaways for university leaders

I recently attended EAB’s roundtable on financial sustainability in Amsterdam, where senior higher education leaders representing institutions across Europe, the U.K., and the UAE gathered to unpack the many challenges facing the sector. While the usual suspects of changing demographics, public distrust, AI, and more came up, what surprised me the most was optimism for the future and what the current moment of disruption might bring to the sector. Read on for my three takeaways from the event.

1. Leaders are optimistic about leveraging organisational transformation and AI as a springboard for change

To be honest, I was rather surprised at the optimism of attendees at the roundtable. Despite the undeniable challenges that universities face—from budget cuts to declining public confidence in universities to shifts in teaching and learning models—there was a clear sense that many leaders see these pressures as catalysts for meaningful change. They can enable university leaders to reform business models and pedagogy to ensure financial sustainability and relevancy for the future.

AI, in particular, emerged as an enabler of change. Institutions are beginning to harness AI not just for administrative purposes but to enhance teaching, assessment, and the student experience. EAB’s Chief Partner Officer, Sally Amoruso, shared how embracing AI and integrating it into universities, particularly in teaching and learning, can challenge declining public confidence by showing that universities are effectively preparing students for the future of work. Attendees gravitated towards the examples of AI automating repetitive and time-consuming tasks, such as the University of South Florida’s AI-powered IT service desk that triages all incoming support tickets.

While many leaders acknowledged that there is still a lot to work to do to realise these benefits, the overarching sense was one of possibility. As one attendee said, “AI isn’t a problem; it’s an opportunity to rethink everything we do.”

2. Across borders and institution types, familiar challenges get a fresh perspective

What does a 600-year-old comprehensive research university have in common with a European business school or newly established university? More than you’d think! Despite the diversity of institution types and geographies, I came away from this event reminded that our sector has always had more in common than not. Yes, differences in national context, scale, and scope matter—but the need for better cross-campus collaboration, the attention to financial sustainability, and existential questions about the impact of AI or the role of the university felt quite universal.

If there was one question that kept surfacing at the Amsterdam roundtable, it was this: How do we make AI work for universities rather than just scrambling to respond to it? To me, the opportunity is clear. AI isn’t just an efficiency tool; it’s a chance to rethink how universities operate. The potential to free up staff time for more meaningful, high-impact work is enormous. Imagine academics spending less time buried in paperwork and more time on teaching, mentoring, and research. Or professional services teams shifting from process-heavy tasks to real strategic work.

But—and it’s a big but—none of this is straightforward. Every leader I spoke with acknowledged the same set of challenges: governance, ethics, and the sheer pace of change. Universities aren’t built for rapid tech adoption, and AI is moving at lightning speed. There’s real concern about whether institutions can keep up while also ensuring proper oversight. One thing is certain: ignoring AI isn’t an option. Universities that lean in—thoughtfully, strategically, and with a willingness to experiment—will be better positioned for the future.

3. Proactive (not reactive) strategies enable universities to shape the future, not just respond to it

I mentioned earlier the creativity with which leaders are tackling today’s challenges. In our opening roundtable session, the idea that “No one is coming to save you” really resonated. In various forms, institutions are already taking that to heart, exploring new revenue streams, reassessing budgets, and rethinking their resource allocation models. One example that got a few laughs and wistful sighs was universities selling key pieces from their art collections to help balance the budget. More universities are transitioning to shared services to consolidate resources and reduce costs.

Another issue prompting proactive and creative strategies is the challenge of recruiting and retaining students, particularly international students. Some leaders discussed the negative impact of government attitudes and policies on recruitment. Others outlined the challenges of recruiting international students due to remote location or language challenges. Despite these varied contexts, the consensus was clear: international students are essential, both for the globally diverse campus community they help create and for financial sustainability.

Conclusion

As I packed my bags (along with some stroopwafels and tulip bulbs) to return home after the roundtable, a concluding comment from one attendee stuck with me: “The future is uncertain, but if we embrace change, we can turn it into our greatest strength.”

The conversations in Amsterdam offered a compelling vision for how universities can navigate the complexities ahead and emerge stronger and more relevant than ever when we as leaders view the challenges in front of us not as roadblocks but offramps to more interesting detours—even if the path is unmapped and unpaved—here’s to the road ahead!