Owning India for international universities
Owning India for international universities
Owning India for international universities
India engagement becomes durable only when it is governed and owned institutionally.
India engagement becomes durable only when it is governed and owned institutionally.
India engagement becomes durable only when it is governed and owned institutionally.
Entering India creates cumulative academic, regulatory, financial, and reputational exposure over time.
Entering India creates cumulative academic, regulatory, financial, and reputational exposure over time.
Entering India creates cumulative academic, regulatory, financial, and reputational exposure over time.
Trusted by 20+ Institutions
Trusted by 20+ Institutions
Trusted by 20+ Institutions
India is not a market
It is an institutional decision
India is not a market
It is an institutional decision
India engagement rarely begins as a single, deliberate institutional decision. It accumulates over time.
India engagement rarely begins as a single, deliberate institutional decision. It accumulates over time.
Academic initiatives
New programs, pilots, and collaborations are introduced
Academic initiatives
New programs, pilots, and collaborations are introduced
Academic initiatives
New programs, pilots, and collaborations are introduced
Academic initiatives
New programs, pilots, and collaborations are introduced
Regulatory interactions
Approvals, filings, and ongoing engagement increase
Regulatory interactions
Approvals, filings, and ongoing engagement increase
Regulatory interactions
Approvals, filings, and ongoing engagement increase
Regulatory interactions
Approvals, filings, and ongoing engagement increase
Partnerships
Local and international relationships are established
Partnerships
Local and international relationships are established
Partnerships
Local and international relationships are established
Partnerships
Local and international relationships are established
Brand presence
Institutional visibility expands across stakeholders
Brand presence
Institutional visibility expands across stakeholders
Brand presence
Institutional visibility expands across stakeholders
Brand presence
Institutional visibility expands across stakeholders
Operational commitments
Staffing, delivery, and support obligations accumulate
Operational commitments
Staffing, delivery, and support obligations accumulate
Operational commitments
Staffing, delivery, and support obligations accumulate
Operational commitments
Staffing, delivery, and support obligations accumulate
Financial exposure
Costs, guarantees, and long-term obligations develop
Financial exposure
Costs, guarantees, and long-term obligations develop
Financial exposure
Costs, guarantees, and long-term obligations develop
Financial exposure
Costs, guarantees, and long-term obligations develop
Taken together, these form a long-term institutional commitment.
Taken together, these form a long-term institutional commitment.
Taken together, these form a long-term institutional commitment.
What is often missing is clear institutional ownership of India as a whole.
What is often missing is clear institutional ownership of India as a whole.
What is often missing is clear institutional ownership of India as a whole.
How complexity accumulates
How complexity accumulates
As India engagement expands, responsibility disperses across functions, partners, and operating arrangements.
As India engagement expands, responsibility disperses across functions, partners, and operating arrangements.
Academic responsibility
Decisions sit in one part of the institution
Academic responsibility
Decisions sit in one part of the institution
Academic responsibility
Decisions sit in one part of the institution
Academic responsibility
Decisions sit in one part of the institution
Regulatory responsibility
Compliance and approvals sit in another
Regulatory responsibility
Compliance and approvals sit in another
Regulatory responsibility
Compliance and approvals sit in another
Regulatory responsibility
Compliance and approvals sit in another
Financial responsibility
Exposure develops without consolidated visibility
Financial responsibility
Exposure develops without consolidated visibility
Financial responsibility
Exposure develops without consolidated visibility
Financial responsibility
Exposure develops without consolidated visibility
Reputational responsibility
Brand and perception evolve externally, often through third parties
Reputational responsibility
Brand and perception evolve externally, often through third parties
Reputational responsibility
Brand and perception evolve externally, often through third parties
Reputational responsibility
Brand and perception evolve externally, often through third parties
Over time, India becomes embedded across the institution without a single locus of accountability.
Over time, India becomes embedded across the institution without a single locus of accountability.
Over time, India becomes embedded across the institution without a single locus of accountability.
What university leadership must resolve
What university leadership must resolve
For India engagement to remain governable over time, institutions require:
For India engagement to remain governable over time, institutions require:
Institutional position
Global Payment
A clear, explicit stance on India
Ownership
Responsibility for India entry and ongoing operation
Governance
Oversight across academic, regulatory, financial, and reputational dimensions
Visibility
A consolidated view of India as a single institutional system
Continuity
Stability across leadership changes and operating cycles
Accountability
A single locus for India-related decisions
These are institutional requirements.
These are institutional requirements.
These are institutional requirements.
They fail under fragmented delivery and diffused accountability.
They fail under fragmented delivery and diffused accountability.
They fail under fragmented delivery and diffused accountability.
The Setaras construct
India engagement is addressed through two integrated constructs.
India engagement is addressed through two integrated constructs.
India engagement is addressed through two integrated constructs.
The India Strategy Framework (ISF) defines institutional strategy and governance for India entry and operations.
The India Strategy Framework (ISF) defines institutional strategy and governance for India entry and operations.
The India Strategy Framework (ISF) defines institutional strategy and governance for India entry and operations.
The India Operating Platform (IOP) provides the capability required to execute that strategy in practice.
The India Operating Platform (IOP) provides the capability required to execute that strategy in practice.
The India Operating Platform (IOP) provides the capability required to execute that strategy in practice.
Together, ISF and IOP establish institutional ownership of India.
Together, ISF and IOP establish institutional ownership of India.
Together, ISF and IOP establish institutional ownership of India.
India Strategy Framework (ISF)
The institutional strategy and governance layer
The India Strategy Framework defines the strategy for both India market entry and India operations.
Market entry strategy
How and on what terms the institution enters India
Market entry strategy
How and on what terms the institution enters India
Market entry strategy
How and on what terms the institution enters India
Market entry strategy
How and on what terms the institution enters India
Student demand and intake strategy
Who the institution admits, at what scale, and through which channels
Student demand and intake strategy
Who the institution admits, at what scale, and through which channels
Student demand and intake strategy
Who the institution admits, at what scale, and through which channels
Student demand and intake strategy
Who the institution admits, at what scale, and through which channels
Academic governance and quality assurance
How academic standards are maintained and enforced
Academic governance and quality assurance
How academic standards are maintained and enforced
Academic governance and quality assurance
How academic standards are maintained and enforced
Academic governance and quality assurance
How academic standards are maintained and enforced
Research, intellectual property, and data governance
How research activity, IP ownership, and data responsibilities are defined and protected
Research, intellectual property, and data governance
How research activity, IP ownership, and data responsibilities are defined and protected
Research, intellectual property, and data governance
How research activity, IP ownership, and data responsibilities are defined and protected
Research, intellectual property, and data governance
How research activity, IP ownership, and data responsibilities are defined and protected
Regulatory posture and licence to operate
How regulatory relationships and compliance are governed
Regulatory posture and licence to operate
How regulatory relationships and compliance are governed
Regulatory posture and licence to operate
How regulatory relationships and compliance are governed
Regulatory posture and licence to operate
How regulatory relationships and compliance are governed
Institutional brand and reputational exposure
How the institution is represented and perceived in-market
Institutional brand and reputational exposure
How the institution is represented and perceived in-market
Institutional brand and reputational exposure
How the institution is represented and perceived in-market
Institutional brand and reputational exposure
How the institution is represented and perceived in-market
Financial sustainability and downside risk
How financial exposure and long-term viability are governed
Financial sustainability and downside risk
How financial exposure and long-term viability are governed
Financial sustainability and downside risk
How financial exposure and long-term viability are governed
Financial sustainability and downside risk
How financial exposure and long-term viability are governed
Partnership models and dependencies
How partners are selected, governed, and relied upon
Partnership models and dependencies
How partners are selected, governed, and relied upon
Partnership models and dependencies
How partners are selected, governed, and relied upon
Partnership models and dependencies
How partners are selected, governed, and relied upon
Governance structure and decision defensibility
Who holds decision rights and how decisions remain defensible
Governance structure and decision defensibility
Who holds decision rights and how decisions remain defensible
Governance structure and decision defensibility
Who holds decision rights and how decisions remain defensible
Governance structure and decision defensibility
Who holds decision rights and how decisions remain defensible
ISF establishes institutional intent, scope, governance, and decision rights across the full lifecycle of India engagement.
India Operating Platform (IOP)
The institutional capability and execution layer
The India Operating Platform provides the functional capability required to execute the strategy defined by ISF.
Institutional brand and market operations
How the institution operates and is represented day to day
Institutional brand and market operations
How the institution operates and is represented day to day
Institutional brand and market operations
How the institution operates and is represented day to day
Institutional brand and market operations
How the institution operates and is represented day to day
Student recruitment and admissions operations
How demand is generated, processed, and converted
Student recruitment and admissions operations
How demand is generated, processed, and converted
Student recruitment and admissions operations
How demand is generated, processed, and converted
Student recruitment and admissions operations
How demand is generated, processed, and converted
Academic operations and delivery support
How academic delivery is operationally coordinated
Academic operations and delivery support
How academic delivery is operationally coordinated
Academic operations and delivery support
How academic delivery is operationally coordinated
Academic operations and delivery support
How academic delivery is operationally coordinated
Finance and commercial operations
How billing, payments, reporting, and controls are managed
Finance and commercial operations
How billing, payments, reporting, and controls are managed
Finance and commercial operations
How billing, payments, reporting, and controls are managed
Finance and commercial operations
How billing, payments, reporting, and controls are managed
Regulatory and compliance operations
How regulatory obligations and audits are handled
Regulatory and compliance operations
How regulatory obligations and audits are handled
Regulatory and compliance operations
How regulatory obligations and audits are handled
Regulatory and compliance operations
How regulatory obligations and audits are handled
Research and data operations
How research activity and institutional data are supported
Research and data operations
How research activity and institutional data are supported
Research and data operations
How research activity and institutional data are supported
Research and data operations
How research activity and institutional data are supported
Technology and institutional systems
How systems, platforms, and reporting infrastructure operate
Technology and institutional systems
How systems, platforms, and reporting infrastructure operate
Technology and institutional systems
How systems, platforms, and reporting infrastructure operate
Technology and institutional systems
How systems, platforms, and reporting infrastructure operate
In-country operations and vendor oversight
How local execution and third-party relationships are managed
In-country operations and vendor oversight
How local execution and third-party relationships are managed
In-country operations and vendor oversight
How local execution and third-party relationships are managed
In-country operations and vendor oversight
How local execution and third-party relationships are managed
IOP operates India as a single, integrated institutional system.
ISF defines the strategy for India entry and operations.
IOP executes that strategy through institutional capability.
What institutional ownership enables
What institutional ownership enables
Reduced fragmentation
Fewer handoffs across teams, partners, and vendors
Reduced fragmentation
Fewer handoffs across teams, partners, and vendors
Reduced fragmentation
Fewer handoffs across teams, partners, and vendors
Reduced fragmentation
Fewer handoffs across teams, partners, and vendors
Governable exposure
Clear visibility into institutional risk and commitment
Governable exposure
Clear visibility into institutional risk and commitment
Governable exposure
Clear visibility into institutional risk and commitment
Governable exposure
Clear visibility into institutional risk and commitment
Decision defensibility
Confidence under future scrutiny
Decision defensibility
Confidence under future scrutiny
Decision defensibility
Confidence under future scrutiny
Decision defensibility
Confidence under future scrutiny
Deliberate evolution
India evolves by design, not accumulation
Deliberate evolution
India evolves by design, not accumulation
Deliberate evolution
India evolves by design, not accumulation
Deliberate evolution
India evolves by design, not accumulation
India remains manageable as scale, complexity, and time increase.
India remains manageable as scale, complexity, and time increase.
India remains manageable as scale, complexity, and time increase.
The Setaras role
01
Institutional ownership
Single ownership of India engagement across entry and operation
01
Institutional ownership
Single ownership of India engagement across entry and operation
01
Institutional ownership
Single ownership of India engagement across entry and operation
01
Institutional ownership
Single ownership of India engagement across entry and operation
02
Unified responsibility
Accountability across academic, regulatory, financial, and reputational dimensions
02
Unified responsibility
Accountability across academic, regulatory, financial, and reputational dimensions
02
Unified responsibility
Accountability across academic, regulatory, financial, and reputational dimensions
02
Unified responsibility
Accountability across academic, regulatory, financial, and reputational dimensions
03
Continuity
Stability for India as a long-term institutional system
03
Continuity
Stability for India as a long-term institutional system
03
Continuity
Stability for India as a long-term institutional system
03
Continuity
Stability for India as a long-term institutional system
Client perspective
“ What differentiated Setaras was single-point ownership. India stopped being fragmented across teams and became a governed institutional system.”
India is not a market initiative.
It is an institutional commitment.
Request an executive briefing
India engagement creates cumulative academic, regulatory, financial, and reputational exposure over time.
An executive briefing provides senior university leadership with a consolidated view of India entry and ongoing operation.
Frequently asked questions
Why does India require institutional ownership?
Why does India require institutional ownership?
Why does India require institutional ownership?
Why does India require institutional ownership?
What risk does fragmented India engagement create?
What risk does fragmented India engagement create?
What risk does fragmented India engagement create?
What risk does fragmented India engagement create?
Why is India not a market-level decision?
Why is India not a market-level decision?
Why is India not a market-level decision?
Why is India not a market-level decision?
What does effective ownership of India look like?
What does effective ownership of India look like?
What does effective ownership of India look like?
What does effective ownership of India look like?
Why is execution alone an insufficient control mechanism?
Why is execution alone an insufficient control mechanism?
Why is execution alone an insufficient control mechanism?
Why is execution alone an insufficient control mechanism?
What must university leadership explicitly govern in India?
What must university leadership explicitly govern in India?
What must university leadership explicitly govern in India?
What must university leadership explicitly govern in India?
How does Setaras reduce institutional risk in India?
How does Setaras reduce institutional risk in India?
How does Setaras reduce institutional risk in India?
How does Setaras reduce institutional risk in India?
What decision remains with the board when working with Setaras?
What decision remains with the board when working with Setaras?
What decision remains with the board when working with Setaras?
What decision remains with the board when working with Setaras?
India market entry and operations for international universities
Outcomes
Copyright © 2026 All Rights Reserved by Setaras
India market entry and operations for international universities
Outcomes
Copyright © 2026 All Rights Reserved by Setaras
India market entry and operations for international universities
Copyright © 2026 All Rights Reserved by Setaras
India market entry and operations for international universities
Outcomes
Copyright © 2026 All Rights Reserved by Setaras