Carnegie Mellon’s Activities and Strategies

for Globalization

Mark S. KamletProvost

February 16, 2006

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Carnegie Mellon has always been of the world

• real world problem solving and tradition of interdisciplinary research

• exceptional impacts in research, education, and transfer to society that are felt around the globe

• large international student population

• increasing exposure to global issues

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Responding to Globalization

• Must position many of the university’s key activities more aggressively and consciously in a global context

• Undergraduates must have a keener appreciation of global context

• Research landscape is also changing

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Internationalization of Carnegie Mellon

In 2004-05, faculty committees reviewed:

• undergraduate education

• educational activities abroad

• globalization of research

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Some Common Themes

• We have the opportunity to be among the top institutions of higher education in responding responsibly to global transformations.

• Appropriate strategic approach is one that recognizes the need for intelligent risk taking and intelligent opportunism.

• We are always mindful of financial constraints.

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The world’s needs fit Carnegie Mellon’s strengths

• collaboration and team work• real world problem solving• interdisciplinary and systems-based

research• nimbleness and flexibility• #1 standing in the world in a range of

domains in computer science and information and communication technology

Educational Programs Outside of Pittsburgh

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Current Degree Programs Offered Substantially Outside Pittsburgh

Degree School Location(s)Bachelor of Science in Computer Science

School of Computer Science

Doha, Qatar

Bachelor of Science in Business Administration

Tepper School Doha, Qatar

MBA - Flex Mode Tepper School Hartford, CT; Salt Lake City, UT; Dallas, TX; Melbourne, FL; Sunnyvale, CA; Carnegie Mellon West, Mountain View, CA

Master of Entertainment Industry Management

Heinz School Los Angeles, CA

Master of Urban Development

School of Architecture, CFA and Heinz School

Oxford, England

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Current Degree Programs Offered Substantially Outside Pittsburgh

Degree School Location(s)Master of Entertainment Technology

Entertainment Technology Center - School of Computer Science and CFA

Adelaide, Australia;

In discussion: Seoul, Korea; Bollywood; West Coast

Master of Medical Management Heinz School Anytime - Anywhere

Master of Science in Computational Finance

Tepper School, Mellon College of Science, H&SS, School of Computer Science, Heinz School

New York; has been offered in London, Frankfurt, and Bangalore

Master of Science in Information Networking

CIT, Heinz School, School of Computer Science, Tepper

Athens, Greece

In discussion: Lisbon, Portugal

Master of Science in Information Technology

Heinz School, School of Computer Science, Software Engineering Institute

Adelaide, Australia;

Anytime – Anywhere;

Under discussion: Singapore, Malaysia

Master of Software Engineering School of Computer Science Seoul, Korea; Chennai, India; Monterrey, Mexico

In discussion: Delhi and Hyderabad; Australia; Previously in South Africa.

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Current Degree Programs Offered Substantially Outside Pittsburgh

Degree School Location(s)Master of Science in Information Technology – Software Engineering

School of Computer Science Carnegie Mellon West

Master of Science in Information Technology—Information Security

Heinz School; Carnegie Institute of Technology

Kobe, Japan

Master of Science in Public Policy and Management

Heinz School Adelaide, Australia

Master of Science in Electrical and Computer Engineering,

Carnegie Institute of Technology

In discussion

Seoul, Korea

Master of Software Development and Management

School of Computer Science Carnegie Mellon West

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Carnegie Mellon Qatar

• Undergraduate business and computer science degrees in Education City in Doha, Qatar

• Current partners include Georgetown, Virginia Commonwealth, Cornell, Texas A&M

• 40 entering students per year

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Activities in Qatar beyond Education City

• Q-CERT

• Science of Learning Center

• Executive education activities planned

• Plans for a Tepper logistics research project with an LNG company (Tepper faculty) and for a Languages Technology Institute Arabic/English machine translation project

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Professional Master’s Degrees

• We offer professional masters degrees in Pittsburgh for self-motivated students seeking high-level career skills

• We offer more of these than any other university

• These are effective programs to spread the Carnegie Mellon brand and reputation to corporations, key government agencies, and not-for-profit organizations who hire our graduates and send us their employees

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• Every college is involved in professional masters programs

• 2500 FTE students, $60M annually in net tuition

• Colleges keep most of this revenue

• These programs are important to us financially and an important means of accomplishing our educational mission

Professional Master’s Programs

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Departments and Schools with Professional Master’s Programs

Biological Sciences

Mathematical Science

Philosophy

English

Design

Statistics

Tepper School of Business

Heinz School

Human Computer InteractionInstitute

Robotics Institute

Language Technologies Institute

Center for Automated Learning & Discovery

Electrical and Computer Engineering

Entertainment Technology Center

Institute for Software ResearchInternational

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Decentralization of Professional Degree Programs

• The decision to offer, oversight, curriculum, and requirements are prerogatives of college councils, departments, and faculty, not of the central administration

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Moving Outside Pittsburgh

• Success of programs in Pittsburgh and the access to technology for distance learning led us in the early 1990s to offer such programs outside of Pittsburgh, first in the U.S. and then overseas

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Value to the Academic Units

• Pursuit of professional master’s programs is voluntary

• Departments and their faculty, the college councils, and the dean not only ensure premier quality, but also evaluate such programs in terms of a full range of criteria

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Criteria for Colleges/Schools• Is there confidence that the program can be done at a distance without

compromising quality?

• Has the curriculum been proven and tested in Pittsburgh?

• Can it be offered somewhere else without cannibalizing the market in Pittsburgh?

• Is the unit able to staff the program in terms of faculty?

• Does the program spread the faculty too thin or strengthen the faculty?

• Is there a prestigious, trusted, quality partner?

• What are the funding and space parameters?

• Is there a flexible exit strategy?

• Does the unit offering the program have an adequate administrative structure to support it?

• Is there an internal champion?

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Criteria relevant for CentralCentral is concerned with all the same criteria as the units,

plus:

• Does it complement or conflict with any existing programs, thrusts or partnerships, domestic or internationally?

• Are campus partners (if any) aligned?

• Are all legal and liability issues addressed?

• Is there an administrative burden on central, in terms of time or otherwise?

• Is there an expectation or request for central to subsidize the program?

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Enhancing our Global Reputation

“Carnegie Mellon is a great university that deserves a better

reputation. We could wait 50 years for nature to take its

course, but reputation is too important to be coy about.

Many people make decisions about where to go as faculty or

students based upon general reputation. Our branches help

to build our reputation in ways that publicity does not…”

--Dean James Morris

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Comparative Advantage

• Our ability to cooperate and act quickly

• Our reputation for being a good partner, with a desire for a long-term relationship built on trust and value

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Stronger Alumni Relations

• Immensely better than only a few years ago in countries where we have activities

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Broadening Connections

• Opportunities to:– meet with a range of very important

individuals in the public and private sectors

– interact with key corporations and government ministries

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India and China

• Self supporting master’s programs are unlikely to be a major path into these countries.

• Other connections: Million Book Project, iCarnegie, Capability Maturity Model, research collaborations

• Ph.D. programs are a great need

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India and China

• Separate strategic thrusts for China and India

• Progress is being made

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The First US International University?

• No. It is very unlikely we will have more undergraduate programs than Doha, and even that is “only” in business and computer science.

• No. Even in the professional masters space, our efforts are quite likely to be primarily linked to our strengths in computer science and information technology, with selective Ph.D. focused activities.

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The First US International University?

• Yes, we have a “platform”, through our professional masters programs and international research connections, that few if any universities can emulate.

• Yes, we should be open to establishing the brand and the connections to Carnegie Mellon around the world, in the Pacific Rim in particular.

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The First US International University?

• Maybe. A good strategy is flexible, with good exit strategies, and little up front risk. And, ours embodies these features. We can adapt quickly as the world sends us signals.

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Some Process Recommendations

• President’s Advisory Boards should attend to distance programs of the units they are evaluating.

• A new committee chaired by the provost and consisting of the deans (or a subset), the vice provost for education, and others to meet regularly on the various distance programs, for information sharing but also for having given programs vet what they are doing.

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Some Process Recommendations

• A new committee drawn from representatives of the units for sharing of information, best practices, lessons learned, cross marketing, etc.

• The Educational Affairs Committee of the Board of Trustees should explicitly build in a recognition of these distance programs within its mandate or consider another committee or subcommittee to do so.

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Strategy

Advance our fundamental mission of learning and research by seizing the opportunity to be among the top institutions of higher education in responding responsibly to global transformations by

1) acting with intelligent risk taking and opportunism;

2) taking advantage of Carnegie Mellon’s decentralized structure, culture and the pursuit of comparative advantage; and

3) doing so within the context of financial and other constraints.