Challenges for the leadership of transnational education in higher education: balancing risk and innovation

In this stimulus paper the challenges facing the leadership of a higher education institution (HEI) in prioritising, developing and managing transnational educational (TNE) activities are considered. It is noted that the type and scale of TNE will depend on the risk appetite of the HEI and its associated senior executive officers, and its fit with the strategic aims of the HEI. A series of recommendations are developed to enable the senior leadership to ensure that new TNE developments are managed in a rigorous way, with due considerations to reputational and financial risks, and that quality enhancement and standards are an in-built feature of such activity from the early stages of development through to the operational phase. A best-practice process of an outline business case followed by a full business case is proposed, which could be modified according to the type of TNE activity being undertaken, and should facilitate the senior leadership team of an HEI to be innovative while remaining risk aware.