What our global partners asked us most in 2025

Each year, EAB’s short-term research team tackles thousands of questions from higher education leaders around the world. Whether the topic is hybrid working, estates utilisation, or study-abroad models, our researchers deliver rapid, insight-driven answers—all within ten days or fewer. By combining EAB insights with sector data and expert perspectives, we help universities navigate an increasingly complex landscape with confidence.

Here are the top five questions leaders from around the world asked us most often in 2025, and how you can address them now.

Question #1: What are the most effective university sustainability strategies?

Environmental sustainability has become a major pressure point for universities, as leaders work to meet ambitious carbon targets while managing ageing estates, rising energy costs, and growing expectations from students and staff. Many institutions have made public commitments, but progress can stall when goals outpace available resources or when sustainability efforts sit across disconnected teams. The challenge is no longer whether to act, but how to make measurable, long-term improvements without overextending budgets or capacity.

Regardless of where a university starts, the most effective sustainability strategies pair clear governance with practical, estate-level improvements. Leaders can make meaningful progress by beginning with manageable changes such as energy-efficient upgrades, optimised building operations, or gradually introducing renewable energy where appropriate. What matters most is consistency: setting targets, tracking performance, and ensuring sustainability becomes a routine operational priority rather than a standalone initiative.

Question #2: What is the most effective hybrid work model for universities?

Hybrid work remains a complex issue for universities as they balance rising operational costs with shifting expectations from professional-services staff. Many institutions adopted flexible arrangements quickly, only to find that practices now vary widely across teams, leading to confusion about who can work remotely and when. At the same time, leaders face continued pressure to reduce their estate footprint and use space more efficiently—an area hybrid work could meaningfully support if policies were clearer and more consistent.

International universities increasingly view hybrid work as an opportunity to streamline costs and rethink how campus space is used. EAB research shows that flexible work can help institutions reduce demand for under-used office space, ease pressure on ageing estates, and improve staff satisfaction, all without compromising service quality.

Question #3: How can universities reduce facilities costs and improve space utilisation?

Many universities have grown their campus footprint for decades under the assumption that more space equates to prestige, capacity, and future growth. But that expansion is increasingly unsustainable. Construction costs, maintenance, utilities, and deferred-renewal burdens have risen sharply, even as utilisation rates for classrooms, offices, and labs remain low.

Rather than defaulting to new construction, many institutions are shifting to a more disciplined, optimisation-first mindset. A ‘leaner but stronger’ approach helps universities make better use of the space they already have by:

1. Systematically reviewing existing campus space to identify underutilised or redundant facilities
2. Right-sizing office space
3. Consolidating or repurposing under-used buildings
4. Updating space governance policies to align with actual institutional needs

Taken together, these steps help institutions curb long-term facilities costs while ensuring campus space better supports academic and operational priorities.

Question #4: How should universities implement AI effectively?

Universities are enthusiastically experimenting with AI, running pilot projects and deploying tools across administration, research, and student support. But despite this activity, most institutional AI strategies still resemble technology adoption plans rather than roadmaps for transformation. Efforts often focus on procurement or isolated pilots without clear governance, accountability, or alignment to institutional goals. This leads to fragmented projects and limits AI’s potential to deliver meaningful operational efficiencies.

To move from ambition to implementation, universities are placing greater emphasis on strategic clarity and coordinated oversight. Effective approaches start by defining the purpose of AI investments—such as automating administrative processes, freeing staff for higher-value work, or enhancing student support—and then building structures to guide responsible use. By aligning AI initiatives with institutional priorities and strengthening organisational capacity, universities can unlock efficiencies that improve productivity without compromising quality or strategic focus.

Question #5: What should universities consider before expanding transnational education?

Interest in transnational education (TNE) has surged as universities look to diversify international engagement amid recruitment volatility and tightening visa environments. Leaders are exploring ideas such as branch campuses, joint programmes, and study centres abroad, but many still approach TNE with misconceptions. Assumptions that TNE can be a quick revenue fix—or that domestic models will translate seamlessly overseas—set unrealistic expectations and create risks for institutional reputation and sustainability.

Rather than adopting TNE as a silver-bullet strategy, universities need a clearer understanding of what successful TNE actually requires. Financial returns often take years to materialise and are shaped by revenue-sharing agreements with partners. Local context matters too: programmes must be adapted to cultural, regulatory, and market conditions rather than simply exported. Ensuring strong quality assurance from the outset is essential to protect reputation and support student outcomes. By grounding decisions in evidence rather than optimistic myths, leaders can pursue TNE opportunities with greater confidence and clarity.

Start making progress today

These five topics represent only a portion of the critical challenges facing higher education leaders today. As the landscape continues to evolve, staying informed and proactive is more important than ever. EAB’s Strategic Advisory Services offers the research, tools, and expertise you need to drive meaningful change. To learn more or get in touch with us, please fill out the form below.

Chrysanthi Violaris

Senior Analyst, Strategic Research

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