The New Equation of Decision-Making

Higher Ed leaders share how dynamics have changed

There was a time when decision-making in higher education followed a relatively predictable path—optimize costs, ensure quality, and execute efficiently. That model, while still foundational, is no longer sufficient for the environment institutions now face. Today’s leaders are operating in a landscape defined by volatility, speed, and structural change. Technology is evolving faster than procurement cycles can keep up. Supply chains remain strained and unpredictable. Financial pressures are intensifying. And perhaps most significantly, institutions are being challenged to rethink not just how they operate—but how they position themselves for long-term relevance.

What emerged from this recent Higher Education Advisory Board discussion is a clear shift: decision-making is no longer purely operational—it is strategic, adaptive, and increasingly tied to risk, partnerships, and institutional identity. From the tension between centralized and local control, to the growing influence of AI, to the need to align operations with broader institutional strategy, today’s leaders are navigating a far more complex equation.

The following perspectives highlight how these dynamics are reshaping the way decisions are made and what it now takes to move an institution forward.

Carmen Gonzalez, University at Buffalo: At SUNY, in general, there’s a big effort to look at how the SUNY central procurement organization can provide better service and create better contracts for all the SUNY schools. 

Working on it is complicated because it can run into some of our local initiatives where we’re trying to leverage our own spend and work on our own relationships with suppliers. But when things are driven from the top, it becomes a big dynamic in our work.

I think the other thing is that technology is changing so rapidly. Negotiating with all the big tech companies is becoming challenging. And it is not just software. Some of the hardware companies are consistently trying to raise their prices and it causes a lot of strain on the supply chain. 

Glenn Richey, Auburn: I think Carmen rang a lot of the bells there. The old model was very operational oriented. Very focused on optimization, cost, and quality delivery. However, it’s kind of moved from that operational optimization to more strategic risk management. In other words, we now think in terms of the risks of investment and the resiliency of the partners’ ability to deliver.

Another thing to note is that speed’s always important in the supply chain business. But we’ve kind of gotten people addicted to speed, which probably is not a great thing. I think consistency is just as important. Being able to get consistent supply is critical.

Gilberto Carles Barraza, Notre Dame:  We have been using AI for efficiencies in our processes and that is helping us in so many ways. We are utilizing AI in some of our processes, and it is allowing us to review our hiring needs more closely. We no longer hire someone just because they need to be replaced. We have made a shift in thinking so that we make sure that each department has the right team to support the university.

We are trying to be much more intentional in our work. We want to always pay attention and be flexible when the markets and indexes change. And while any procurement organization follows a sourcing methodology , we’re always trying to look at the market and adapt.

Cody Powell, Miami University: From 2008 to 2015, our focus was on efficiencies in cutting operations. But, you can’t cut your way out of a change that higher ed is facing today. So, we developed a strategy on becoming a national brand and we must ensure that strategy is operationalized moving forward. We must find partners in that context. For example, we have aligned with providers that offer career and tech ed and it has opened pathways not only for future students but for a lot of federal funding. And that means we have to grow beyond the walls of our campus. To be able to provide a meaningful experience in today’s landscape is the biggest dynamic at play.