Asosiasi Fakultas Ekonomi & Bisnis Indonesia Prof Jann
Jann Hidajat Tjakaraatmadja
Professor in Knowledge Management & Learning Org SBM-ITB
Vice-Chairman of ITB Board of Trustee
President Knowledge Management Society Indonesia
jannhidajat@sbm-itb.ac.id
New Approach in
(2)
Agenda
1. Arah Perubahan Lingkungan Global
2. Fakta dan Dampak pada PERGURUAN
TINGGI.
3. Tantangan dan Kunci Keberhasilan
PERGURUAN TINGGI Abad 21
4. Strategi PERGURUAN TINGGI Manajemen di
Indonesia
5. Kurikulum S1 - SBM ITB
6. Kesimpulan
(3)
I. ARAH PERUBAHAN LINGKUNGAN
GLOBAL
(4)
DAMPAK PERUBAHAN GLOBAL
KNOWLEDGE
EXPLOSION
SPEED OF CHANGE
(INNOVATION)
COMPLEXITY
UNPRECEDENTED
CHANGE
1.
FUNDAMENTAL CHANGE
2. ORGANISATION CHANGE
3. WORKING MODEL CHANGE
4. WORK ACTIVITIES CHANGE
5. FRONT-LINE WORKERS CHANGE
6. INDIVIDUAL LIVES CHANGE
7. EXPECTATIONS CHANGE
TANTANGAN DAN DAMPAK
PADA PERGURUAN TINGGI
STRATEGI PERGURUAN TINGGI
COLLABORATION (MULTI DISCIPLINE)
FUTURE AS THE
ASSETS
COMMITMENT TO LEARNING
(5)
“The future belongs to those who believe in
the beauty of their dreams”.
–
Eleanor Roosevelt
“There is only three things that makes a
dream impossible to achieve:
the voice of
Judgment, the voice of Cynics, and the voice
of Fear to failure
”
–
Otto Schommer
(6)
•
Globalized economic activities
•
Fastest rate of change of society
•
More complex problem
•
Unprecedented change
•
Expansion of the service sector
•
Customized products and services
•
Much more intensive human interactions
•
Increasing demand of knowledge and
innovation on individuals
•
Reduce Government Funding
(7)
Organisations Change
Industrial
•
Large pyramids
•
Producer-centred
•
Departments
•
Hierarchy
•
Tight structure
•
Design at the top
•
Assigned procedures
•
Rules & regulations
Post-industrial
•
Small companies
•
Client-centred
•
Project teams
•
Flat
•
Loose and fluid
•
Design at front-lines
•
Improvised actions
•
Fit-for-purpose acts
11/17/2015 New in Mgt Ed - AFEBI 2015 7(8)
Working Modes
Industrial
•
Division of labour
•
Individual tasks
•
Specialist duties
•
Administrative links
•
Credential-based
appointments
•
Appraisal by seniors
Post-industrial
•
Total solutions
•
Team work
•
Integrated expertise
•
Human interactions
•
On-demand,
just-in-time learning
•
360
0
appraisal
(9)
Work Activities
Industrial
•
Paper work
•
Circulars
•
Minutes
•
Documents
•
Instructions
•
Written reports
•
……
Post-industrial
•
Communications
•
Brainstorming
•
E-mailing
•
SMS
•
Blogs
•
Seminars
•
Debates
•
Conferencing
•
Negotiation
•
Presentation
•
Confrontation
•
Lobbying
•
Retreats
(10)
Front-line Workers
Industrial
•
Bottom of the hierarchy
•
Hiring due to credentials
•
Member of a specialised dept
•
Implementation of design
•
Using specific skills
•
Routine & repetitive activities
•
Working according to job desc
•
Following set procedures
•
Maintaining the convention
•
Abiding by rules & regulations
•
Appraised by degree of comple
•
Stable and secure
•
BLUE COLLARS
Post-industrial
•
Member of a small group
•
Hiring due to personality
•
Working in teams
•
Directly facing clients
•
Handling human relations
•
Directly facing problems
•
Anticipating total solutions
•
Designing solutions with creativity
•
Using multiple skills
•
Improvising fit-for-purpose act
•
Appraised 360
0•
Unstable, uncertain and insecure
(11)
Individual Lives
Industrial
•
Lifelong career
•
Long-term loyalty
•
Occupational identity
•
Work-study consistency
•
Organization membership
•
Stable employment
•
Escalating salaries
•
Upward mobility
•
Foreseeable retirement
•
Constant networks
•
Stable relations
•
Security, certainty
Post-industrial
•
Multiple careers
•
Multiple jobs
•
Blurred identity
•
Work-study mismatch
•
Possible free-lancing
•
Frequent off-jobs
•
Precarious incomes
•
Fluctuating status
•
Unpredictable future
•
Varying networks
•
Changing partners
•
Insecurity, uncertainty
11/17/2015 New in Mgt Ed - AFEBI 2015 11(12)
Expect
ations …
Industrial
•
Credentials
•
Specialized skills
•
Planning &
implementation
•
Navigating the
bureaucracy
•
Following the
heritage
Post-industrial
•
Communications
•
Team-working
•
Human relations
•
Problem-solving
•
Risk-taking
•
Design and innovations
•
Personal responsibility
•
Continuous learning
•
Self-management
(13)
II. FAKTA DAN DAMPAK PADA
PERGURUAN TINGGI
(14)
FACT - 1:
International Higher
Education Demand
(15)
11/17/2015 New in Mgt Ed - AFEBI 2015 15
0
50
100
150
200
250
300
2000
2005
2010
2015
2020
2025
M
il
li
on
s
Figure-1: IDP Estimates for Global Demand for
Higher Education
(16)
Figure-2
: IDP Estimates of Demand for
International Higher Education
0
1
2
3
4
5
6
7
8
2000
2005
2010
2015
2020
2025
M
il
li
on
(17)
FACT - 2:
International Higher
Education Source and Destination
(18)
International Mobility Trends
•
International student in 2012 = 5x 1975.
•
The average annual growth rate in international student
mobility between 2000 and 2012 was 7%.
(19)
United States¹ 16%
United Kingdom¹
13%
Germany 6%
France 6%
Australia¹,³ 6%
Canada² 5%
Russian Federation
4%
Japan 3%
Spain 2%
China 2%
Italy 2%
Austria 2%
New Zealand 2%
South Africa 2%
Switzerland 1%
Netherlands 1%
Korea 1%
Belgium 1%
Other OECD
countries 8%
Other non-OECD
countries 17%
1. Data related to international students is defined on the basis of their country of residence. 2. Year of reference 2011.
3. Student stocks are derived from different sources and therefore results are indicative only
Source: OECD. Tables C4.4 and C4.7 (available on line). See Annex 3 for notes (www.oecd.org/edu/eag.htm).
Distribution of Foreign Students in Higher Education by
Country of Destination (2012)
% of Foreign Tertiary Students Reported to The OECD Who Are Enrolled in Each Country of Destination
(20)
Selected Asian Student Destinations
2005
1. 321,595
in U.S.
2. xxx,xxx in Europe?
1. 150,000 in Australia
2. 100,000 in Japan
3. 86,000 in China
4. 60,000 in Singapore
5. 36,000 in Malaysia
6. 15,000 in South Korea
7. 5,000 in Thailand
(21)
Distribution of Foreign Students in Higher
Education, by Region of Origin (2012)
11/17/2015 New in Mgt Ed - AFEBI 2015 21
Source: OECD. (www.oecd.org/edu/eag.htm).
Main source:
China, India, &
South Korea
(22)
1.
GDP drain
2. Loss of talent (brain drain)
3. Low quality of domestic post-graduate
programmes
4. No link between the corporate and academic
world
5. Loss of R&D opportunities and regional
innovation
6. Lifelong learning is impossible
Consequences of
Going Abroad
for Higher
Education?
(23)
Dampak Pada PERGURUAN
TINGGI
(24)
Dampaknya pada PERGURUAN TINGGI
FACTOR
OLD MODEL
EMERGING MODEL
Ideal
Paradigm
Hard Science
Department
Ivy Tower
Physics, Chemistry
Professional School
Consulting Firm
Medicine, Law
Teaching
Model
Narrow
Specialized
Courses
Traditional
Pedagogy
Focus on Technical
Skills
International focus
on the margin
Interdisciplinary
courses
Experiential methods
focused on
Complexity
Ethics
Ties to Student‟s
experience
International focus at
(25)
Factor
Old Model
Emerging Model
Faculty
Narrow,
specialized
Isolated at the
university
Engaged with ties to
the field
Connected to a range
of disciplines
Intellectual
Output
Scholarly books
“A List Journals”
Scholarly articles
and
practice oriented
books and articles.
Applied research and
consulting report
Dampaknya pada PERGURUAN TINGGI
(26)
Factor
Old Model
Emerging Model
Students
Directly out of
under graduate
Little hands on
experience
Unemployed
full-time students
Lack diversity
Experienced manages
Attending part-time
and working
Extremely diverse: age,
background,
nationality
Ties to
Business
They give us
money
Where our students
come from and return
to every week.
Partners in improving
practice
(27)
III. TANTANGAN DAN KUNCI
KEBERHASILAN PERGURUAN
TINGGI ABAD 21
(28)
1. CHALLENGE-1:
Higher Education
Becoming More Internationalism
2. CHALLENGE-2:
Change of Demographics
3. CHALLENGE-3:
Reduced Government
Funding
Tantangan PERGURUAN
TINGGI
(29)
CHALLENGE 1:
Higher Education Becoming More
Internationalism
,
Pressures Ahead for Higher Education
(30)
Why “
Internationalization
” rather than
“
International Networking
”?
1. International Networking
is Linkage or
Cooperation Between Partners from Different
Countries, often for Specific Objectives
2. Internationalization:
a.
Reflects the modern “borderless” era, where no
country can exist in isolation, and the lives of
its people will be affected by actions and
events occurring in other countries
b. International standards
exist for many
activities, such as degree programs
(31)
11/17/2015 New in Mgt Ed - AFEBI 2015 31
CHALLENGE 2:
Change Demographics
(32)
Indonesia:
1. Population 238 million
2. Only 10% Gross Enrollment in higher education
3. Today's
3 million students in higher education
are
900,000 (32%) public and 2.1 million (68%) private
4. Nearly 2m high school graduates in 2004 -
demand
increasing
5.
Indonesia’s workforce expected to grow 14% by 2015
Increasing Demographics
Sources: Satryo Soemantri Brodjonegoro, Director General of Higher Education, Indonesia, 2004 – Presentation World Bank Group Conference, Kuala Lumpur, July 2004; Asian Development Bank, 2005:
Malaysia:
1. 60% of population under 30 years of age
2. Only 10% of 18 to 24 yr olds enrolled in universities, plus
another 24% enrolled in tertiary non-university
3. 30% of population still in school
(33)
11/17/2015 New in Mgt Ed - AFEBI 2015 33
Vietnam
:
1. Population 81 million - 120 million by 2030
2. 65% of population under 30 yrs
3. Approaching 10% GER in higher education
4. Approx 1.7 m school leavers for only 100,000 university
places
Sources: Mann M. RMIT Vietnam, 2005; VNNet, 9th May, 2006;
Increasing Demographics
(cont)
Pakistan:
1. Population 160 million
2. 475,000 students in higher education today
–
expect 1.3
million by 2010 (29% CAGR)
3. Approaching 60% of population under 30 yrs
4. Only 2.6% GER in higher education
5. Predicting 30% increase in workforce by 2015
(34)
CHINA - Estimated Enrollment Numbers by
2010 and 2020
1.
23 million students enrolled in 2005
2. In the past 6 years the annual growth rate = 16%.
3.
If the annual growth rates slow down to 5%,
Higher Education Enrollment would be:
27,000,000 by 2010
44,000,000 by 2020
Sources:
Business China, 14th March 2005; IFC 2005;
Weifang Min, 8
thMay 2006,
Washington DC
(35)
11/17/2015 New in Mgt Ed - AFEBI 2015 35
CHALLENGE-3:
Reduced Government Funding
(36)
Trends in Private and Public Investment In
Developing Countries 1970
–
2000
Source: International Finance Corporation
–
Trends in Private Investment
0
4
8
12
16
1970 1974 1978 1982 1986 1990 1994 1998 1999 2000
% o
f GD
P
Private investment
Public investment
14.65
%
7.05
%
(37)
11/17/2015 New in Mgt Ed - AFEBI 2015 37
Education is the opposite!
How do we mobilize underutilized resources?
Sources:: OECD 2000; UNESCO 1999; IFC staff estimates 2005:
* = conservative estimate. – Trends in Private Investment – Current Financing Only – Total Private Financing (including capital) in developing countries is thought to exceed 33% of total expenditures (IFC staff estimates – country data not available)
0 20 40 60 80 100
1996 1998 2005
%
of
Fi
nancing
Ed
ucatio
n
Private Expenditure
–
(current only)
Total Public
Expenditure
83%
17% *
13%
*
87%
(38)
Financing of Higher Education
1. Australia, Japan, US and South Korea
- more than
50% of higher education funding comes from
NON-STATE SOURCES
2. All EU countries invest on average
1.2% of their GDP
on higher education, compared with
2.6% in the US
–
recent reports recommend state-supported
systems introducing tuition fees
3. Higher education systems globally are having to
adapt to fiscal realities
–
HE's will become more
reliant on future financing from non-state sources
Sources: OECD Education at a Glance 2005; SweDevelop Report for IFC on Minban Education in
China, 2003; Chronicle, 23
rdJune, 2006
(39)
Key Success Factors HE’s in the
21
st
Century
Pressures Ahead to be Internationalization
(40)
Key Success Factors HE’s in the 21
st
Century
Pressures Ahead to be Internationalization
1. Internationalization Faculties:
International Quality of Research
Commitment to International quality of teaching
2. Internationalization Students
(Employability of
Graduates in the Global Companies)
3. Internationalization Education/Learning
Systems and Facilities
4. Global Networking:
Networking with International University
Networking with National and International
Industries
(41)
Current Issues Facing Indonesian HE’s
1. Internationalization Quality Standard:
Shortage of trained faculty
(nationally and
globally)
Low Research Output
:
Shortage of researchers,
low expenditure and appreciation of researchers,
and lack of good career prospects for
researchers.
Growth vs. Quality tradeoffs
.
2. Expansion constrained:
high investment cost to
set up facilities and systems
3. Language barrier
4. Education Systems and Cost barrier
(42)
Key Criticisms for MANAGEMENT Education
1. Management Education can not be divorced
from the practice of management.
2. Management education must move beyond
the classroom
3. Management Professors need to be more
engaged with real Managers
(43)
IV. STRATEGI PERGURUAN TINGGI
MANAJEMEN DI INDONESIA
(44)
Strategic Initiatives
1.
EXTERNAL CAPABILITY DEVELOPMENT
a.
World Reputation
(International
Accreditation)
b.
Global Strategic Partnering
c.
International Visibility
d.
Development of Resources
2.
INTERNAL CAPABILITY DEVELOPMENT
a.
Research Performance
b.
Education System
(45)
1. Assuring educational quality.
2. Getting access to national funds.
3. Easing transfers
.
4. Creating confidence in skills of graduates
.
5. Mechanism for Quality Improvement
and
Change Management.
11/17/2015 New in Mgt Ed - AFEBI 2015 45
EXTERNAL CAPABILITY DEVELOPMENT
(World Reputation)
International
Accreditation
(46)
Values of International Standard
1. Student experiences
2. Increase University quality
3. Financial benefits
4. Academic advances and Mutual
understanding
(47)
World University Rankings
–
2005 THES/QS Criteria
11/17/2015 New in Mgt Ed - AFEBI 2015 47
Factor
QS peer review of academics in 88 countries
40%
QS poll of employers
10%
Students per member of academic staff
20%
Research citations per faculty member
20%
Proportion of international students
5%
Proportion of international staff
5%
(48)
Webometrics
Factor
Weighting (%)
Web size
20
Rich files
15
Scholar (Google)
15
Shanghai Jiao Tong Criteria
Factor
Weighting
Alumni winning Nobel Prizes and Fields Medals
10%
Staff winning Nobel Prizes and Fields Medals
20%
Research citations in 21 areas
20%
Articles published in Nature and Science
20%
Articles in Science Citation Index and Social Science Citation Index
20%
Weighted scores divided by full-time equivalent staff
10%
(49)
11/17/2015 New in Mgt Ed - AFEBI 2015 49
EXTERNAL CAPABILITY DEVELOPMENT
Global Strategic Partnering
1. Students and Faculties exchange
2. Research Collaboration
3. Curriculum and Education Systems
Collaboration
(50)
1. Sharing of resources and expertise
2. Benchmarking (Best Practices)
3. Learning from each other
4. Image building - International
Recognition
5. Training of faculty and students
(51)
1. Publications
2. Exchange visits
3. International teachers
4. International students
5. Editorship of international journals
6. Leadership in international networks
11/17/2015 New in Mgt Ed - AFEBI 2015 51
EXTERNAL CAPABILITY DEVELOPMENT
(52)
1. Priority in government budget
2. Dancing with the private sector
3. Development of philanthropy
EXTERNAL CAPABILITY DEVELOPMENT
(53)
RESOURCE STRATEGIES FOR HE
PUBLIC
MONEY
PUBLIC
INSTITUTIONS
COMMUNITY
RESOURCES
PRIVATE
INSTITUTIONS
(54)
Continuum …
(55)
Philanthropy:
A Different Pie
Government Appropriation
Government Appropriation +
Learners‟ Fees + Projects
Government Appropriation +
Learners‟ Fees + Projects +
Private Donations
(56)
A DIFFERENT PARADIGM
PUBLIC FUNDING
•
No money, no plan
•
Budget cut, activity reduction
•
Look for small money
•
Ask for money when poor
•
Funding is the limit
•
Doing what we did
•
Steady progress
•
Appropriation
ADVANCEMENT
•
No vision, no money
•
Great vision, big money
•
Look for big money
•
Ask for money when strong
•
Sky is the limit
•
Scaling new planes
•
Advancement
(57)
1. Research output
a. Research Assessment Exercises
b. Improve research culture
2. Strategic capacity building
a. Concentration of resources on selected areas
b. Concentration of talents
11/17/2015 New in Mgt Ed - AFEBI 2015 57
INTERNAL CAPABILITY DEVELOPMENT
(58)
1. Lives in Education
2. Learning Experiences
3. Curriculum System
INTERNAL CAPABILITY DEVELOPMENT
(59)
Lives in Education
Classes
Study
(60)
Learning Experiences
Classes
Academic
(61)
Classes
Academic
Learning
Classrooms,
Libraries,
Laboratories
Student Residence,
Student Unions,
Associations &
Clubs, Young
Leaders
Music, Sports, Art,
Drama, Dance
Exchange, Youth
Conferences
Rural Visits,
NGOs,
Community
Services,
Religious
Practicum,
Internship,
Placement,
Fieldwork
Mentorship
11/17/2015 New in Mgt Ed - AFEBI 2015 61
(62)
“
Mengetahui tidaklah cukup,
kita harus menerapkan.
Kemauan tidaklah cukup,
kita harus melakukan
.”
(63)
We are not just
doing more and better of
what we have been doing.
We are building
a different education system!
(64)
(65)
65
Tujuan Program
1. Lulusan dengan
kemampuan Manajemen Dasar
(Finance, Marketing, Operations Management,
Human Capital Management);
2. D
engan wawasan atau cara pandang seorang
wirausaha
:
a. Kemampuan
softskill
: komunikasi, kreatif,
inovatif, team work, berstrategi, sportif, kerja
keras, holistik, toleransi, dan networking.
b. Berfikir tentang
investasi
c. Mampu
mengorganisasikan
d. Menempuh
resiko usaha
e. Membuat
perubahan
(66)
Kurikulum
1. Bisa diselesaikan dana 3 tahun;
2. Keseimbangan EQ and IQ;
3. Integrasi antara teori dan praktik
4. Kuliah dengan Bahasa Inggris
(67)
67
Kurikulum S1
Developing Soft Skills
Business Practices:
IBE I & II
Mastery of Knowledge
of Management
Developing Competences in Team
Work
Deepening
Business and
Management
Skills
First Year
(Discipline)
(Encouragement)
Second Year
(Independent)
Third Year
Semester I, II, III
Training
Serasi
Orientasi
Study Skill
Final Report
Performing Art
and Community
Services
(68)
First Year : Soft Skills
•
Communication :
–
Performance Skill and Artistic Recollection : Develop competence in
self expression by drama, dances, and music.
–
Communication (presentation, package design, dress code, table
manner, and poster)
–
Critical Reading and Writing in English
•
Team Work :
–
Sports : Competition, Sportsmanship, and fitness
–
Team based learning : Discussion Groups, Team, and Peer
Evaluation
–
Excursion : field study (Ecological Problems, Human sociology)
•
Holistic Thinking :
–
Human Societies,
–
Ecology, Technology and Sustainable Future, and
–
Natural Sciences.
(69)
SecondYear : Business Experience
•
In the second year, our students are taught both the
theoretical and the applied in business and
management skills.
•
In a two-semester course called Integrative Business
Experience, they must establish a commercial entity.
They are then required to seek a bank loan, find reliable
suppliers, and of course, attract loyal customers.
•
The profit that they generate from their business
venture will go towards funding a community project of
their choice.
•
Hence their involvement in this commercial undertaking
is a medium by which they learn responsibility as well as
compassion for those who are less fortunate.
69
11/17/2015 New in Mgt Ed - AFEBI 2015(70)
ThirdYear : Knowledge in Management
•
In the third year, students begin taking such
classes as corporate finance, international trade,
and new business development, which serve to
incorporate the subjects covered in previous
semesters.
•
They also start choosing a major depending
upon their area of interest as well as their plan
for a future career.
•
Accordingly, they must take the electives
(71)
Learning Method
1.
Minimal Conventional Lecturing
2.
Team Work
TBL (Team Based Learning)
3. Combination of Lecturing, Performing Art,
Doing Business, Student Activities, International
Competition, and Community Services
4.
Experiential Learning
:
a. Management Practice
b. IBE I dan II
c. Community Service
d. Guest Lecture
e. Field Study
f. International Competition
71
11/17/2015 New in Mgt Ed - AFEBI 2015(72)
(73)
Informal
Student Organization and Event
1.
KM SBM (Keluarga Mahasiswa SBM)
„07
2. SBM GOLF TOURNAMENT 2006
„07
3. SATOE INDONESIA ORGANIZATION
‟07,‟08,‟09,UNPAD,UPI,UNJ
4. SBM GOES TO CHINA
‟07
5. KM SBM
6. SBM GOLF TOURNAMENT 2007
‟07, „08
7. MOI (Mozaik of Indonesia)
‟07, ‟08, „09
8. HMNUN (SBM Goes to Harvard)
‟07, ‟08, „09
9. BIFF (Bandung International Folklore Festival)
„07
73
11/17/2015 New in Mgt Ed - AFEBI 2015(74)
(75)
Satoe Indonesia
75
11/17/2015 New in Mgt Ed - AFEBI 2015(76)
(77)
SBM Goes to China
77
11/17/2015 New in Mgt Ed - AFEBI 2015(78)
Conclusions
1.
Globalisation is everywhere
2.
Universities are more internationally integrated
than ever before in terms of
faculty, students,
curricula, etc
3.
Universities appear to be internationalizing in the
same way as businesses.
But
Universities have an
educational mission and operate in a highly
regulated and politicised environment.
4.
Internationalization of HE’s is a product of
government intervention and policy:
policy on
intake of international students, policy on fee
waiver/domestic fee for International students,
policy on tax holiday for educational sponsor.
(79)
Conclusions
5. Further change required in the way we regulate
education sector such as new government regulation
on higher education
–
we must grow our relationships
across borders
–
does this new regulation drive HE’s to
attain international standard?
6. Higher Education becoming more essential in
promoting cross border social, economic and cultural
harmony
for today's and tomorrows young visionaries
and leaders
7. Without private sponsor or endowments fund, the
internationalizing of higher education will fail.
8. FINALLY:
Internationalizing of HE’s needs new
LEADERSHIP?
(1)
74
SBM Golf Tournament 2006
(2)
Satoe Indonesia
75
(3)
76
(4)
SBM Goes to China
77
(5)
Conclusions
1. Globalisation is everywhere
2. Universities are more internationally integrated than ever before in terms of
faculty, students,
curricula, etc
3. Universities appear to be internationalizing in the
same way as businesses. But
Universities have an
educational mission and operate in a highly
regulated and politicised environment.
4. Internationalization of HE’s is a product of
government intervention and policy:
policy on
intake of international students, policy on fee
waiver/domestic fee for International students,
policy on tax holiday for educational sponsor.
(6)
Conclusions
5. Further change required in the way we regulate
education sector such as new government regulation on higher education
–
we must grow our relationships
across borders
– does this new regulation drive HE’s toattain international standard?
6. Higher Education becoming more essential in
promoting cross border social, economic and cultural
harmony
for today's and tomorrows young visionaries and leaders7. Without private sponsor or endowments fund, the internationalizing of higher education will fail.