Higher education institutions (HEIs) are evolving to meet the demands of an ever-changing global landscape. Individual academics are at the forefront of change, while institutions have the capacity to support them through strong entrepreneurial mission and engaged culture. My journey, spanning over a decade of medical education, research, and leadership, reflects the entrepreneurial spirit required to address the challenges in academia and align with the ACEEU standards Leadership, Internal Support Structures, and Impact. My contributions to advancing healthcare education and research in Nepal and beyond showcase the possibilities for engaged higher education.
Empowering Leadership for Entrepreneurial Growth
Effective leadership is the cornerstone of entrepreneurial and engaged universities. As the founder of the Nepalese Doctors Lounge (NEDOL), an online academic forum with over 11,200 members, I have focused on collaboration, mentorship, and knowledge-sharing among medical professionals. Leading a team of healthcare professionals during the COVID-19 pandemic further reinforced the need for adaptive leadership in times of crisis.
To replicate such leadership, universities must:
Implement mentorship programs that empower students and faculty.Foster leadership skills through hands-on initiatives and community involvement.Encourage proactive decision-making to address emerging challenges.
Building a Collaborative Community
A thriving academic ecosystem relies on collaboration. My experience in coordinating academic programs for South Asian medical students in China and India has emphasized the importance of networking and peer support. Through NEDOL and various mentorship initiatives, I have facilitated partnerships that promote shared learning and collective growth.
To cultivate a collaborative environment, institutions should:
Establish platforms that bridge students, faculty, and industry experts.Utilize digital tools to enhance accessibility and engagement.Recognize and encourage contributions from diverse stakeholders.
Impact Through Third Mission Activities
Universities must extend their influence beyond traditional education to create a societal impact. Inspired by my father's lifelong dedication to healthcare in Nepal, I have spearheaded initiatives such as free diabetic screening programs and accessible healthcare clinics in rural areas (started in my hometown). These efforts align with the Third Mission Activities standard, demonstrating the potential of academic institutions to drive meaningful change.
Key strategies to enhance third mission activities include:
Engaging in community-driven healthcare projects.Forming strategic partnerships with government and non-governmental organizations.Encouraging faculty and students to participate in real-world problem-solving initiatives.
Commitment to Continuous Improvement
A commitment to excellence drives the success of entrepreneurial universities. My contributions to high-impact journal publishers such as PLOS ONE, Springer Nature, and Oxford University Press alongside my authorship of academic books, underscore the importance of lifelong learning and continuous development.
Steps to ensure ongoing improvement include:
Regular performance evaluations against strategic goals.Integration of feedback loops to refine educational programs.Encouragement of innovation through research and development initiatives.
Entrepreneurial and engaged universities can revolutionize higher education and societal well-being. By embracing leadership, collaboration, and a commitment to impactful initiatives, universities can nurture the next generation of innovators and change-makers. By fostering strong internal support structures, cultivating visionary leadership, and driving impactful third mission activities, higher education creates sustainable ecosystems that empower individuals like me to transform society.
