THERE has long been a debate about why other technology universities globally and Indian institutes of technology (IITs) in the region have excelled while our universities of engineering and technology (UETs) across Pakistan have not achieved similar global recognition.

To revitalise UETs, it is crucial to focus on international collaborations, governance structure, academic standards, revamping enterprise wings and HR system/pay packages.

International collaboration: IIT Kanpur, established in 1960, serves as a prime example of successful international collaboration. It was founded with the assistance of a consortium of nine prestigious US universities including MIT, UC Berkeley, California Institute of Technology, Princeton University, and others. Imagine the impact of having such world-class institutions as partners back in 1960.

UETs across Pakistan should collaborate with TenU, the new consortium of top 10 universities. Its members work together to increase the societal impact of research. TenU members include the technology transfer offices of the University of Cambridge, Columbia University, Imperial College London, MIT, University of Oxford, Stanford University, UCL, and others. Partnering with TenU could provide invaluable insights and support to enhance our research and commercialisation efforts.

We can achieve the same level of excellence as other global leaders.

Governance structure: Has anyone questioned the rationale behind the two-tier governance structure in our universities, specifically the syndicate and senate? What value does the senate add, given it convenes only once a year, primarily for budget approval?

It’s time to scrutinise the composition of the syndicate and compare it with global leaders like Harvard, MIT, or prominent institutions in Pakistan such as Lums. The diversity and expertise of these boards are truly remarkable. Harvard’s council, for instance, includes a distinguished array of venture capitalists, investment experts, global academic leaders, and corporate finance experts.

In contrast, our syndicates are predominantly driven by university faculty members. It is imperative to rethink the composition of the syndicate. Including venture capitalists, financial analysts, public-private partnership experts, and global academic leaders would bring a wealth of expertise and a broader perspective, aligning us with global best practices.

Despite the rapid digital transformation, it is striking that our engineering institutions continue to rely on manual management systems. To bridge this gap and align with the digital revolution, all UETs must adopt enterprise resource planning systems, unlocking seamless efficiency, innovation, and progress.

Additionally, the appointment of vice chancellors and other key positions on an ad hoc basis is a serious dilemma that must be addressed to ensure stable and effective leadership.

Industry connection: Offices of research, innovation, and commercialisation (ORICs) were intended to be the enterprise arms of universities, driving industry-academia linkage, seed funding, and tech transfer. However, in Pakistan, they lack the structure and vision to realise their potential.

Cambridge Enterprise, the commercial wing of Cambridge University, earned nearly Rs3.5 billion in 2022/23. In contrast, positions in ORICs are often filled on an ad hoc basis, lacking expertise in innovation, technology transfer, IP management, and TRL frameworks, resulting in unclear direction. To address this, UETs should establish three specialised wings within ORICs: 1) consultancy, 2) public-private partnerships (PPP) and seed funds, and 3) technology and knowledge transfer.

Through consultancy wings, engineers should be encouraged to apply for consultancy projects. New horizons and investments should be explored via establishing PPP wings. This approach will create a win-win situation amidst the current financial crisis in universities.

To foster innovation, UETs should establish innovation hubs via the PPP wing, such as technology and science parks equipped with prototyping labs. The Higher Education Commission should expedite the establishment of the ‘Institute of Manufacturing’, as approved by the Planning Commission. This will help in creating industry R&D wings at universities, device fabrication units, and thus fostering indigenous manufacturing.

Internships offered during undergraduate programmes can play a vital role in bridging industry and academia by studying and resolving industry issues through case studies. Shockingly, students often receive certificates without attending or visiting these industries. Establishing global partnerships with established leaders in the tech world to develop internship institutes in Pakistan is essential. The stipends currently given to students for internships should be redirected to these enterprises to establish tech training labs for effective internships in Pakistan.

By providing them with hands-on training, Pakistan engineers will acquire the necessary skills for both local and global markets, significantly enhancing their demand and employability. This comprehensive approach will not only strengthen industry connections but also ensure the sustainable growth of UETs as centres of ex­­c­ellence in engineering and technology education.

HR team and pay packages: It is concerning to note that a significant portion of faculty time and effort is consumed by administrative hurdles related to promotions, NOCs, pay packages, travel allowances and legal rights, etc. Faculty members often find themselves shuttling between the vice chancellor’s and registrar’s office, and the courts, thereby wasting their technical capabilities due to the lack of a proper HR system. A Stanford PhD who could achieve remarkable feats in the tech industry abroad ends up engaging in institutional politics at UETs after a few years, not by choice, but for survival. UETs should establish an independent corporate HR system to effectively manage their highly skilled engineers and qualified faculty members.

The promotion criteria and pay packages within universities need a comprehensive review. This should include commercialised patents, global linkages, industry project funding, job creation, and the quality of publications. Emphasising publication quality beyond the ‘W’ categorisation is essential.

Compensation packages need immediate attention to retain skilled human resources but must be aligned with performance deliverables. Engineers in public offices receive 1.5 times their salary as allowances. Minister for Planning Ahsan Iqbal has formed a task force to address pay packages for retaining top talent. Urgent action is needed to prevent further talent loss amidst an ongoing exodus.

By restructuring UETs and fostering strong international collaborations, we can achieve the same level of excellence as other global leaders and contribute significantly to global engineering and technology.

The writer holds a PhD and an EMBA degree from the University of Cambridge. He has served as a Planning Commission member and is a former caretaker minister of science, technology, and IT in KP.

Published in Dawn, July 26th, 2024