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Business Affairs

Higher education's business model is under threat from growing price sensitivity, demographic shifts, and increased competition. We can help campus leaders adapt, set strategy, and drive change in the new financial reality.

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Helping Chief Business Officers and VPs Finance and Administration manage institutional finance, operations, and future strategy through peer-tested strategies and insights.
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  • 10+ years working with higher education chief business officers
“Without the conversation and [EAB] expertise, we wouldn’t have gotten what we needed to prepare so well for our upcoming budgeting season.” – Chief Operations Officer, Private Research University

Research & Insights


Given the unprecedented impact of COVID-19, university leaders are increasingly turning to HR as a strategic partner for planning and executing on institutional goals. This has posed a challenge for many HR leaders and their teams: they want to provide more strategic support, but they are bogged down by transactional work. The University of Virginia (UVA) tackled the challenge of strategic human resources through a multi-year HR transformation project called “Ufirst”.

While financial exigency is still a final recourse for struggling institutions, the financial realities of the current crisis mean more senior leaders are considering the tactic. But because financial exigency declarations are relatively uncommon, misconceptions about what this decision means for a campus abound. To help leaders separate fact from fiction when weighing financial strategy decisions, we identified five common myths about financial exigency—and the information you should promote instead.


Higher Education is reeling from the financial and business model shocks that have been delivered by the coronavirus pandemic. As institutional leaders grapple with addressing the short-term operating issues necessary to keep running, longer-term questions of strategy and viability are taking on increasing urgency.

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