How can Malaysian universities become world-class institutions?
That was a common question during my tenure as Vice Chancellor and Deputy Director General of Higher Education. The same question resurfaced recently during a conversation with a few colleagues.
It was not an easy question to answer. Many factors contribute to a university being regarded as world-class. In this article, I will try to outline some of the most important lessons I’ve learned, drawn from my experience and international best practices.
Talent Matters
When we look at top universities like the Massachusetts Institute of Technology (MIT), Harvard, Stanford, Oxford, or Cambridge, a few key things stand out.
First, it’s their ability to attract the best minds, both professors and students, from around the world. Talent matters. To attract the best students, first you will need to attract the best professors.
With the best minds in place, these universities can create environments that encourage excellence, foster innovation, and promote global collaboration.
Strategic Focus Builds Reputation
Second, they don’t try to be great at everything. Instead, they focus on building deep strengths in selected disciplines. That’s how their global reputation is built.
For example, Harvard is renowned for its excellence in business, law, and economics. MIT is synonymous with science, technology, and engineering. Stanford leads in entrepreneurship, innovation, and computer science. Oxford is globally respected for its humanities, especially politics, philosophy, and history. Cambridge, meanwhile, is known for mathematics, physics, and the natural sciences.
Lessons from Cambridge and CalPoly
I recall a conversation more than a decade ago with Professor Lord John Eatwell from Judge Business School, University of Cambridge. He headed the Financial Analysis and Policy Centre.
He told me, “We get the best brains from around the world to do PhDs with us. Every year, our Centre produces an economic report that becomes a reference for banks across Europe. My advice to you: focus on a few areas and be really good at them. Get the best brains to help you do it.”
Another conversation that stuck with me was with Professor Dave Christy from California Polytechnic State University (CalPoly), who served as our AACSB mentor. He shared a powerful insight:
“CalPoly is smaller than UUM (Universiti Utara Malaysia), but we are known for our ‘Learn by Doing’ approach, which sets us apart from many other institutions. In research, our College of Business has become a referral centre for branding. Industry players come to us to learn about branding. Even top universities want to collaborate with us.”
He added, “You can do the same. UUM is known as a management university but management is too broad. Choose what you want to focus on. Be really good at it until you become a point of reference.”
I also remember talking to Professor Richard Vietor and Professor Diego Comin from Harvard Business School (HBS). They are renowned professors in economics and have written hundreds of case studies. HBS is known for its extensive use of case studies in its teaching and learning.
Overcoming the Age and Ranking Barrier
Some may argue that becoming like Harvard, Oxford, or Cambridge with their hundreds of years of legacy is an impossible dream for young universities. And yes, the global ranking systems often don’t favour the young. But that should not be a deterrent.
The truth is, we don’t need to be like Harvard or Oxford. We just need to be excellent at something. And when we are, rankings will come naturally. With the right focus, clarity of vision, and long-term commitment, nothing is impossible.
A case in point is the National University of Singapore (NUS). While its origin can be traced back to the founding of a medical school in 1905, it was officially established in 1980 through the merger of Nanyang University and the University of Singapore, and it broke into the ranks of the world’s top 20 universities in a short time.
In the 2025 QS World University Ranking, NUS was ranked 8th globally Similarly, Nanyang Technological University (NTU), officially inaugurated only in 1991, was ranked 15th. It reflects Singapore’s long-term vision and consistent investment in education.
The Role of Visionary Leadership
Behind every great university is visionary leadership.
When I was a Dean, I made it a habit to read speeches by university presidents. Their words provided a glimpse into the kind of thinking and strategic clarity that shape world-class institutions.
One quote that continues to inspire me is from Drew Gilpin Faust, former President of Harvard:
“A university is not about results in the next quarter; it is not even about who a student has become by graduation. It is about learning that molds a lifetime, learning that transmits the heritage of millennia; learning that shapes the future.”
As William Kirby noted in his book, Empire of Ideas, “Great universities are not built by governments; they are empowered by them.” He argues that world-class institutions thrive when they are granted autonomy, led by visionary thinkers, and driven by a deep commitment to truth, openness, and excellence. This reinforces the importance of leadership at every level, not just at the top, but throughout the academic community.
Another powerful statement comes from Sally Kornbluth, the current President of MIT:
“MIT is in the talent business. Our success depends on attracting exceptionally talented people of every background, from across the country and around the world, and making sure everyone at MIT feels they belong.”
Can Malaysian universities follow the same trajectory as NUS? That was the question I asked Professor Tan Eng Chye, the current President of NUS back in 2016. He emphasised that leadership is critical, not just at the top, but throughout the organisation. Not only the president but the middle management like Deans. Middle management, particularly Deans, play an equally vital role.
“To become a Dean,” he said, “one must first be a respectable teacher and researcher. Only then should leadership responsibilities follow.”
What Young Universities Can Learn
· Focus and Positioning: Don’t try to be everything to everyone. Choose a few key areas where you can truly excel and invest deeply in them.
· Attracting Talent: Create a culture and ecosystem that attract and retain top academics, researchers, and students.
· Global Relevance: Solve problems that matter not only locally but globally. Align research, curriculum, and partnerships with this mission.
· Identity and Brand: Develop a strong, distinctive academic identity. Let the world know what you stand for.
Being world-class is not about copying others. It’s about discovering your unique strength and doing it better than anyone else.
A Case from UMK
When I became the Vice Chancellor of Universiti Malaysia Kelantan (UMK) in 2019, it was at the bottom-ranked of Malaysian public universities and was not listed in any world ranking.
The first question I asked was: “What do we want to be known for?” Fortunately, that was clear. UMK was established to become Malaysia’s premier entrepreneurship university. That was the mandate.
The next question was: “What kind of entrepreneurs do we want to nurture?” A simple SWOT analysis and a review of national and global trends pointed to one clear answer: innovation-driven entrepreneurship, powered by science and technology.
We knew it had to be done by design. While we had strong science faculties, we lacked computing. So, we established a Faculty of Computing and launched the Ignite Venture Innovation Lab to drive innovation. We then focused on building strong industry linkages and engaging with venture capital networks.
Over time, we began developing a strong and differentiated brand identity.
We are still far from being a world-class university. But we know where we are heading and we have already begun to see the results. It will be a long journey, but every great university started with a clear sense of purpose, and the courage to stay focused on it.
So, can Malaysian universities reach that level? I believe we can. With the right talents in place, a focus on our core strengths, strong and visionary leadership, and consistent support from the Ministry of Higher Education, especially in the form of greater institutional autonomy, sufficient funding, and coherent long-term policies, there is no reason we cannot rise to stand among the best.
Note: Dr Azizi is a professor at the Malaysian Graduate School of Entrepreneurship and Business (MGSEB), Universiti Malaysia Kelantan (https://mgseb.umk.edu.my). He can be contacted at [email protected]
