Knowledge Insights:

Developing a Higher Education

Strategy in Myanmar
Knowledge Insights
Inaugural Issue
June 2014
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By Alexander Chan, Daniel Thong, Sophia Moradian and Zhujie Chen
In collaboration with The University of Oxford, International Strategy Ofce
For more information, please visit:
Knowledge Insights:
Developing a Higher Education
Strategy in Myanmar
Myanmar has been undergoing rapid political, economic and
social transformations over the past few decades. Going
forward, the growth of the University of Yangon can be seen
as a pivotal step in the development of Myanmar given the
recent political and economic changes.
In this project, we created a strategic development framework
for the University of Yangon.
Contributors:
Alexander Chan is the Managing Director of OSG.
Daniel Thong is the Director of External Relations at OSG.
Sophia Moradian is the Director of Creative Development at OSG.
Zhujie Chen is the Knowledge Development Lead at OSG.
2
OSG Thought: Knowledge Insights are OSGs thought leadership
publications and articles focused on our case experience and research.
For more information, please visit
www.oxfordstrategygroup.com
or contact us at info@oxfordstrategygroup.com
3
Foreword
The Oxford Strategy Group is proud to present our rst knowledge development publication,
highlighting the work of our Hilary Term cornerstone project, a project which was done in
collaboration with the Oxford University International Strategy Department.
The knowledge development initiative marks OSG's new era as both a consulting rm as well as
thought leader in the corporate, social impact, and educational sectors. Through the 'OSG Thought'
series, we are proud to showcase our past projects and specically how we approached these
complex, yet intriguing problems.
This inaugural edition illustrates a strategic framework developed for the University of Yangon in
Myanmar. Working with Oxford University, we identied four key areas for a university to consider
in developing a plan and vision for the future.
We believe this project epitomizes the goals and values of OSG as a university afliated
organization that aims tocreate extraordinary value.
The Oxford Strategy Group
May 2014
About OSG
Our Mission: To create extraordinary value.
We are individuals who share a common goal of making a difference. For us, consulting is the
business of value creation and we take our work very seriously, especially in a world where short-
term gains are often pursued on the expense of long-term success. By getting involved in real-life
business projects, we create value for both our clients and our consultants.
OSG does not only work with for-prot rms but also social enterprises and other non-prot
organisations. We strongly believe that engaging in social-sector projects is immensely benecial in
developing the skills and the character of our consultants, and in strengthening the mission of
OSG to create extraordinary value for our clients as well as society at large.
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Developing a Higher Education Strategy
in Myanmar
Developing a Higher Education Strategy in Myanmar
Case Background
Case Methodology
In moving forward with the case, one of the biggest challenge was in obtaining reliable information. On
many levels, despite the gradual opening up of Myanmar, there information that is available publicly is
scarce and even when data is present, further questions arise on the credibility and reliability of this
information. Against this backdrop, the case thus utilized both a top-down and bottom-up methodology in
obtaining information.
Top-down research draws upon both existing quantitative and qualitative
literature written about the various political, economic and social dimensions
within Myanmar. Often, this entails detailed reports by established
organizations such as that of British Council, Central European University,
Mckinsey Global Institute and Institute of International Education.
Top-down Research
Beyond the big picture research reports, the team also drew upon rst-hand
interviews with individuals on the ground in Myanmar itself, who are both
aware of the dynamics at play in the eld and are well-positioned in detailing
bottom-up insights about the situation in Myanmar.
Bottom-up Interviews
Key problem:
The University of Yangon (UoY) used to be one of the leading universities in South East Asia
but over the past few decades the university has been sidelined during the military junta and
now faces limited capital and human resources.
Going forward, with the gradual opening up of Myanmar, one of the key challenges is thus to
revitalize the University of Yangon to return to its former glory as the leading research and
teaching university in Southeast Asia.
The key question is this: as UoY undergoes a reform of its strategy, how can they
help to play a pivotal role in the development of Myanmar as an emerging
nation?
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5 Key Aspects of a good university
Achievement Levels
Pedagogy
4.1 Quality of Curriculum Design
4.2 Culture of Learning and Teaching
Governance and Funding
14.1 Degree of autonomy of Universities
14.2 Level of Academic Freedom for Faculty
14.3 Quality and Assurance Systems
14.4 Funding and Income Generating Activities
Partnerships
Academics and
Teaching
Governance and
Partnerships
Academic Outcomes
5.1 Publications
5.2 Academic Freedom for Research
Research
Industry Outcomes 6.1 University Industry Partnerships (Applied Research)
9
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People
Student
12.1 Inclusivity, affordability, and equity
12.2 Quality of Student life
Faculty
11.1 Research Capacity and Teaching Quality
11.2 Development and Support
Staff
13.1 Managerial, Leadership and Administrative Capacity
13.2 Morale and Motivation
Research Environment
Infrastructure
Physical Infrastructure
8.1 Capacity and Functionality of physical resources (Classroom
buildings, laboratories, dormitories)
7.1 Level of Funding
7.2 Support for research
International Outlook
Scale
2.1 Level of English Prociency
2.2 Student and Faculty International Exchange
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Knowledge Infrastructure 9.1 Research, Literature, Libraries
Network Infrastructure
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10.1 Level of Internet Penetration and Connectivity
10.2 Technological Capacity (eg electronic library catalogues)
3.1 Graduate Destinations
3.2 Professional Knowledge and Personal Development
1.1 Number of Undergraduate and Postgraduate Students
1.2 Comprehensiveness of Course Offerings
In assessing the development of the university, 5 key aspects of a good university are considered to be:
Case Framework and Structure
The framework begins by laying out a basis that denes the key aspects of a good
global university and how these aspects translates into actual measurable
outcomes that will be used for evaluation and analysis.
University of Yangon
Capabilities Assessment
Global Higher Education
Trends and Models
Myanmar Political,
Economic, and Social
Context
Global Partnerships
5 Key Aspects of a
good university
1
2
3
4
We then apply the 5 aspects to assess
UoY currents capabilities and compare
those to global higher education trends.
Finally we examine the wider political/
economic/social education needs and that
of global partnerships for a university.
MovemenL Lowards applled research,
learnlng and servlce Lo socleLy .
Lncouraglng lnLerdlsclpllnary work.
lnLegrauon of Lngllsh ln Lradluonal
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! CalLech has only 6 academlc dlvlslons and ls shllng
Lowards lnLerdlsclpllnary work by breaklng down walls
beLween dlerenL academlc colleges and deparLmenLs
Lnsure deparLmenLs malnLaln key ue Lo
faclllLaLe lnLerdlsclpllnary work.
Lncourage applled learnlng and
communlLy based paruclpauon across
all secLors of socleLy. lnLroduce Lngllsh
language lnLo currlculum.
Plgher focus on graduaLe/hu
research Lracks. SlgnlcanL fundlng
and resources allocaLed Lo research
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! lnLroduced faculLy Lrack posluon for sclenusLs: ~60 of
ume dolng research aL Lhe Medlcal School
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ln Lhe convenuonal Lenure Lrack
AllocaLe slgnlcanL resources for
research and encourage graduaLe
research programs.
lncreaslng role of Lechnology ln
dlslnLermedlauon of Leachlng.
ConsLrucuvlsL approach Lo Leachlng
and menLorlng favoured.
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advlsory Lo lLs sLudenLs Lhrough faculLy, peer and sLa
advlslng
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an lnLeracuve learnlng envlronmenL.
locus on close collaborauon beLween
sLudenLs and professors
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Compensauon levels based on performance of faculLy
and sLa
8e-callbraLe compensauon packages.
locus on developlng sLudenL-Leacher
relauonshlps lnslde and ouLslde Lhe
classroom.
lncreaslng collaborauon wlLh lndusLry
and expecLed Lo dellver lmpacL
beyond Leachlng and research
Lhrough 4/<)3*'(= 3</,/:)< ',-
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Advlsory and neLworklng servlces, [ob board and
daLabase, career ouLreach
8y graduauon , ~90 of Lhose seeklng employmenL are
decldlng beLween oers or awalung an oer
reparlng sLudenLs for posL-graduaLe
opporLunlues by forglng collaborauon
wlLh lndusLry needs ls key.
6 Developing a Higher Education Strategy in Myanmar
First, in deriving a strategy for growth going forward, an essential baseline assessment was conducted based on the 5 Key Aspects of a good
university framework that helped in painting a picture of where UoY currently stands in each of the 5 components. Specically:
1) Academics and Teaching
In general, the current size of students and breadth of course offerings are relatively small for that of a university. For example,
current course offerings are limited to the arts and sciences while the number of total honours, masters, diploma, and PhD
students is about 2200+. Beyond that, there has been a good growth in the universitys international outlook (such as upgrading
of English prociency through a summer English language training school as well as an increase in international students and
faculty exchanges. More importantly, in terms of pedagogy, this is a good opportunity to reform the culture of teaching to
emphasize independent critical thinking and to standardize the curriculum with ASEAN by engaging a wider range of stakeholders
in the curriculum design process.
2) Research
There is currently a limited degree of academic freedom for research that has affected the number and quality of publications.
Specically, UoY will benet from improving linkages across different universities to facilitate the exchange of knowledge and
extend the reach of their research.
3) Infrastructure
Signicant upgrading also needs to continue be it on the Physical Infrastructure (e.g. classrooms, libraries, research equipment),
Knowledge Infrastructure (e.g. Electronic Resources) and Network Infrastructure (e.g. Fibre Optics on Campus).
4) People
There is also an active need to grow faculty and staff as well as student life. For one, reforms in the existing promotion system
and addressing gender imbalances are good focus areas while the promotion of a more vibrant student campus life is crucial
especially given the current limited amount of student societies and campus vibrancy.
5) Governance and Partnerships
Much of governance is currently limited by continued centralization and the university will benet from a greater degree of
autonomy as well as setting in place sufcient quality and assurance systems. In addition, the university should continue to extend
upon efforts on pursuing academic and research partnerships. (See section on partnerships)
University of Yangon Capabilities Assessment
1
Global Higher Education Trends and Models
2
Secondly, we consider the latest global Higher Education Trends in accordance to the 5 key aspects of a good university as follows:
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Myanmar Political, Economic and Social Context
3
Thirdly, we examine the wider external environment that UoY is in and understand how that shapes the kind of education needs and
direction that UoY should take. Specically, we look towards the wider political, economic and social context.
Political Context- 4 Key Trends Shaping Higher Education Policy
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! Amended 1973 University Law grants the government the right to select faculty, write statutes and procedures,
administer policies and draw up curricula through its regulatory bodies.
! Possible considerations of allocating lump-sum budget to universities, which enables the university
administration to decide how to use budgetary resources
! National Development Plan: Development of power and energy industry, land utilization/infrastructure and to grow FDI
environment
! Policy goal also focused on generating more social scientists and philosophers for national intellectual
development, as well as produce innovative technicians who can meet development needs of State
! Specically, there are plans to establish faculties (possibly through consolidation) at universities
according to forthcoming University Education Law
! Plans to create initiatives to link with foreign universities and enact respective laws to include
participation by private sector in education services in future programmes of MOE
! Also plans that communication and coordination with foreign universities should be decentralized to hasten such
processes
1
Higher Education is still heavily governed by primary university law
2
Increasing academic focus for both economic needs and intellectual development
3 Considerations to consolidate some of the universities
4 Increasing National Priority towards greater Higher Education Partnerships
Economic Context- Analysing the education needs of high-growth industries
In terms of relating education priority areas to key economic needs of Myanmar, 7 key industries are analysed as follows:
Specically, manufacturing,
infrastructure, energy/
mining and tourism can be said
to be the leading industries to
focus on.
In particular, some of the
overlapping core needs in these
areas includes that of legal
contracting (crucially vital for
infrastructure/mining and energy)
as well as chemical and civil
engineering- areas that UoY can
perhaps devote more attention to.
More importantly, in growing any industry, often a set of complementary policies and skillsets are needed to ensure adequate
sustainability and risk management of the industry. For example, growing the mining and energy sector will probably require not
just engineering but also conservation and environmental protection studies to ensure the sustainability of the wider
environment is preserved. It is thus vital to consider education needs pertaining to industries holistically.
8 Developing a Higher Education Strategy in Myanmar
Social Context- Understanding education needs given emerging social issues
Finally, examining the wider social issues that are prevalent to the culture and social fabric of Myanmar highlights the growing
importance of ensuring the education of history and social sciences. Specically, 3 key social trend emerges:
Area Key Issues
Racial and
religious
Tensions
Information,
Technology,
Social Media
Wider Art,
Culture and
identity
! Despite the 2013 ceasere, heavy ghting continues
to occur in Kachin State
! More than 100,000 civilians had reportedly been
driven from their homes as a result of the conict
! Exposes serious social divisions that could
create chronic instability
! 2011: Restrictions on 30,000 blocked internet sites were
lifted (increase access to global media)
! 2012: Abolition of media censorship
! Reforms welcomed as signicant rst steps in
providing for unencumbered press in the country
! Recent relaxation of unionization regulations allowed
local artists to create an independent artists alliance
! Future plans includes formation of an art colony and
museum of contemporary works
1
Ongoing ethno-nationalist and religious
tensions
2
Proliferation of technology and increase in
information freedom reforms
3 Growing culture of art and identity
Key Education Needs
1
Understanding of history and
culture in divide
! Greater awareness of the origin and depth of
the divide will be crucial in future progress of
the country
! Vital to have individuals with good depth in
History and International Relations
2 Develop wider capacities relevant
to technology growth
! Grow technology skills and social
science of technology- e.g. E-
democracy, Privacy Issues, Media and
Journalism
3
Appreciation of art and
preservation of identity
! Ensure culture is preserved with various
political reform and social changes
! Grow elds in art and culture as well as
History and Social Sciences (culture
and identity formation)
Partnerships
4
Fourthly, we look towards developing global partnerships where there are primarily 3 key types of university partnership as follows:
9
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Summary of Key Case Insights
1
2
3
4
Factors Key Insights
University of
Yangon
Capabilities
Assessment
Global Higher
Education
Trends and
Models
Myanmar
Political,
Economic and
Social Context
Partnerships
Myanmar National Development plan and
economic needs implies importance in growing
social sciences (law) and engineering
Political and Social: Greatest policy opportunities in
Universities Integration and Partnerships
Economic: Core needs of legal contracting as well as chemical
and electrical engineering for key economic industries of
manufacturing, infrastructure, energy/mining and tourism
Focus on identifying top partnership priorities (for
academics, funding and infrastructure development)
Academic and Research: Grow partnerships with global
universities for academic and knowledge exchange
Private and Industrial: Consider possibilities with partnering
with private corporations for research and industrial placements
International Donors and Foundations: Leverage
international donors as well as foundations for capacity building
YU requires Capacity building, Greater autonomy,
and Infrastructure Upgrading
Greater freedom and autonomy in research, partnership, governance,
curriculum design and staff appointment
Capacity building of both academic and administrative staff
Upgrade of physical, knowledge, and network infrastructures
Leading universities are producing students and
research to match industry needs on a global scale
Students: Switch from rote learning to critical thinking to encourage
greater knowledge acquisition.
Research: Universities in South East Asia have excelled at matching
research specializations and inter-disciplinary research to industry
demand
The key insights of the case centres on the 5 aspects detailed by considering that with respect to 1) UoYs
existing capabilities, 2) Global Higher Education Trends, 3) Myanmars Political,
Economic and Social Context, and 4) Global Partnerships:
OSG Thought. is the knowledge development arm of
the Oxford Strategy Group. It focuses on research
and publication of OSGs leading insights and
analysis on business and strategy.
For more information, please visit
www.oxfordstrategygroup.com
or contact us at info@oxfordstrategygroup.com
Copyright 2014. The Oxford Strategy Group.
All rights reserved.
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