Thriving in an Ocean of Opportunities While the fast changing world poses unprecedented challenges for universities, it also opens up an ocean of opportunities. To thrive in the 21st century, we need to move to where the action is and seize opportunities. Status quo is not an option. Responsiveness and agility are critical.

NUS’ corporatization on 1 April 2006 as a not-for-profit university company was a watershed event. The increased autonomy and flexibility following corporatization will enable us to respond more nimbly to the fast changing higher education landscape. Corporatization entrusts our community with the responsibility to chart our directions and shape our destiny. Over the past decade or so, NUS has undergone a dramatic transformation from a predominantly teaching institution to a respected research-intensive university, from a governance and management system closely aligned to the civil service to one based on performance and global best practices. With corporatization, the pace of change at NUS is likely to accelerate even further.

Building Peaks of Excellence An intellectual foundation built upon broad-based competence is essential to ensure the dynamism and relevance of NUS’ learning and living environment. From this foundation, NUS strives to build peaks of excellence in strategic areas. One must recognize that peaks of excellence are measured by their impact on society and various fields of human endeavor, including science and technology. The true impact of excellence is in making a difference to the discipline or field, contributing to society’s well-being and shaping public opinion and policy. These are not captured by metrics alone.

To build peaks of excellence in the global landscape, NUS must actively seek out additional sources of funding as well as refine our resource allocation model. Drawing on strengths across the University to catalyze research in areas identified as having long-term strategic value for Singapore, we can position NUS strategically to compete for substantial external funding and build research excellence. In tandem, allocation of funding and other resources has to move beyond an egalitarian model. Limited resources may call for tough decisions with a critical eye on best returns and resource optimization. At the same time, we will have some flexibility to take into account less tangible considerations when allocating our resources. Naturally, with funding comes the responsibility to deliver in a manner commensurate with accountability. A shift in focus from research quantity to research quality is inevitable. Utilizing a performance-driven framework for research funding will help ensure value-for-money in research activities, as well as focus resources in niche areas for NUS to achieve peaks of research excellence.

Integrating education, research and enterprise at NUS entails efforts to add to, or better still, create value for community and society. This includes technology transfer as well as entrepreneurship that leverages on our core competence in education and research. This is service to country and society at its best.

Growing Our Forest of Talents To seize the opportunities of a fast changing world, it is vital for NUS to continue growing our “forest of talents”. We need to foster a supportive and nurturing environment for individuals to pursue their aspirations with determination, and to grow and excel. Openness to ideas, opportunities and change is key in creating an environment where the strengths of individuals synergize and multiply manifold, transforming ordinary talents into extraordinary talents, and extraordinary talents into stars. As the world grows smaller and more culturally complex, knowledge based on science and technology alone is not enough. In a dynamic global economy, tacit knowledge and cross-cultural understanding of values and customs of different societies are key to survival and success. Beyond imparting core knowledge, NUS’ learning environment is increasingly directed towards equipping our graduates for the fast changing job market. As Singapore’s national university, we enrol a broad spectrum of students. We must not lose sight of this public mission. To bring out the best in each student, we need to offer each student an educational experience that fosters a spirit of inquiry and enterprise, as well as nurtures life skills and global perspectives. Educational programs and curricula that are globally oriented and relevant will enrich our students’ experience, and enable them to acquit themselves effectively in diverse cultural contexts. By 2010, NUS will have a university town with residential colleges for undergraduate and graduate students. This exciting initiative will enhance the campus learning and living environment in a global setting.

Beyond learning and interacting with peers coming from around the world, students will also be offered curriculum-based teaching as well as entrepreneurial opportunities. Complementing the halls of residence and Prince George’s Park Residences, these residential colleges will facilitate shared experiences, promote deep social bonds, as well as nurture global citizens. Even as we nurture students who are able to think global and act global, we are conscious of the need for them to identify closely with NUS and Singapore. To this end, NUS will nurture rootedness – a sense of connectedness with the wider community.

In developing global minds, NUS will continue to leverage on participation in global partnerships and consortia. This will also raise our global standing and enhance our international branding. NUS’ leadership roles in global consortia such as the Association of Pacific Rim Universities (APRU, a consortium of 37 leading research universities along the Pacific Rim), and the 10-member International Alliance of Research Universities are just two examples of strategic alliances that have raised our global profile. NUS has also taken a leading role in establishing the APRU World Institute (AWI). Leveraging the deep and broad talent pools at APRU member universities, AWI aims to attract outstanding researchers from around the world to engage in advanced research on issues of global significance. Engaging partner universities in global alliances in deep and substantive ways can lead to significant impact on educational innovation and research collaboration as well as on organizational practices and culture.

NUS’ success as an autonomous university depends much on the University’s stakeholders– faculty, staff, students, alumni, and friends – taking ownership and responsibility in charting the University’s strategic directions and shaping its destiny. Let us work together towards realizing our shared aspiration for NUS to be a distinguished university in the global arena well before our second centennial.

PROFESSOR SHIH CHOON FONG
President, NUS