The Way The Way ForwardForwardProf. Said Irandoust

PresidentAsian Institute of Technology

Bangkok Thailand

CONTENTSCONTENTS

AIT in the Present ContextChallenges and Opportunities Ahead

Focus and Development of Strong and Strategically Important Areas

A New University of Professions in Partnership with Society

ASIAN INSTITUTE OF TECHNOLOGY

2016 Students from 51 Countries/Territories 13841 Alumni from 74 Countries/Territories 20000 Short-term Trainees from 71

Countries/Territories 120 Faculty from 26 Countries 1000 Research and Support Staff from 30 Countries 202 Sponsored Research Projects 30 Board of Trustee members from 25 Countries Consolidated Budget: 33 Millions US $ Operating Budget: 15 Millions US $

AIT in the Present Context2005

Very important strengths - Technical Expertise and InternationalityVery important strengths - Technical Expertise and Internationality

“AIT should be based on education and research towards the

sustainable development of the region, strengthening the

knowledge, development and business capacity of the region

supporting the community economic development and its

integration into the global economy”

AIT in the Present Context2005

Building the capacity for research in the region Strong focus on the needs:

Stakeholders, Involvement of People from Industry, Researchers and National Research Institutes and from other Academic Institutions are important steps.

High relevance to the national and regional users including efficient, low-cost, adapted technologies

Challenges and Opportunities Ahead

Mutual respect and trust, openness, participation at all levels.

Boundary-less, team and outcome-oriented organizational structures

Student-oriented universities with knowledge and learning Development of the “complete individual” is an important

objective Institute to alleviate the financial situation Develop innovative concepts

Challenges and Opportunities Ahead

Clearly focused on its mission: identifies strategic research focus areas which respond to the regional development needs

Translated into a long-term strategic business plan

The strategic knowledge areas: based on AIT’s core strengths, its uniqueness

Position AIT as the pre-eminent graduate institute in the region

Focus and Development of Strong and Strategically Important Areas

Studied Carefully: Road Maps of various governments in the context of the Asian region

Active collaboration/partnership Implement step-by-step concept of RCM AIT Field of Studies should be

consolidated to achieve critical mass AIT Degree: Three dimensional approach

Focus and Development of Strong and Strategically Important Areas

AIT

PARTNERT

INDUSTRY

Dynamic connected knowledge community Intellectual and professional growth: add value

to the Institute Committed to fostering and sharing innovation

and knowledge for the benefit of the entire region

Sustainable regional development and promote entrepreneurship and collaboration with business and industry

Triple Helix constellations

Focus and Development of Strong and Strategically Important Areas

Linked to praxis and real influence from the professions (Partnership)

integration of scientific knowledge and knowledge from the professions

AIT’s degree programs: integration of practice-based knowledge and scientific knowledge

Recognizing the validity of vocational; Experience-based knowledge; Engaging the

professions in partnership, emphasizing the criterion of relevance; forming strategic alliances, implementing new models of doctoral studies and implementing an appropriate organizational structure

A New University of Professions in Partnership with Society

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Graduation Day

Changes in pattern of economic growth in many regions

Experience problems in competing for market shares

Shift towards a world market where knowledge-based products predominate

AIT’s strengths lie: its orientation and in its commitment to the specific and relevant needs of the developing countries of Asia

Take this opportunity to reach out to all our alumni

Challenges and Strategies

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Increasing competition from non Asian Countries Lack of core funding and clear ownership Too much dependence on tuition and fees Non-competitive cost structure. Heavy non-academic, administrative functions Lack of clear focus in research and education Continuing need to invest in new faculty and equipment Academic and administrative procedures and processes

Lack of incentives Lack of integration among the different activities Need to

increase the internationality at AIT.

CHALLENGES

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ownership Development of long-term strategic business plan

with clear ownership Introduce a culture of openness, transparency and

accountability Towards attracting research funding Increase partnership with private sector Increase focus on outreach activities Development of marketing and promotion

strategies that would add values to the Institute Face-lift of AIT with increases in capital

investment in academic facilities. Leverage AIT’s internationality and political

neutrality

STRATEGIES