Can Daanish University Transform Pakistan’s Higher Education System?

Prime Minister Shehbaz Sharif’s recent announcement of the launch of Daanish University of Applied and Emerging Sciences in Islamabad marks a bold step toward advancing higher education in Pakistan. Accompanied by the Minister for Science and Technology, the Higher Education Commission (HEC), and the Minister for Planning and Development, the initiative aims to establish a state-of-the-art university. However, beyond the grandeur of “Royal Bricks” and impressive infrastructure, the true measure of success lies in academic freedom, market-driven curricula, a skilled and visionary faculty, and institutional policies that foster innovation and inclusivity.

One of the critical aspects of a successful university is its leadership. Institutions need more than just vice chancellors; they need “wise-chancellors”—leaders who prioritize inclusivity, research excellence, and dynamic academic policies. Traditional office hours from 8 to 4 limit the potential of faculty and researchers. Universities must adopt flexible work environments that encourage innovation beyond rigid bureaucratic structures.

Global research indicates that only 35% of academic leaders are prepared to embrace rapid changes and adaptations. Many universities operate under outdated models that become irrelevant within a few years. Pakistan’s higher education system must adopt smarter strategies that encourage agility and forward-thinking leadership. Universities should promote a culture where decisions are made based on merit and expertise rather than administrative red tape. The HEC plays a vital role in this ecosystem, yet it often oscillates between a “good cop, bad cop” approach, aligning more with administration than protecting faculty rights. To truly support academic progress, the HEC must function as a facilitator rather than a gatekeeper.

A major concern in academia is the presence of inconsistent policies. Studies suggest that institutions often have multiple versions of policies, implementing those that best suit administrative offices, leading to confusion and frustration. Standardized and transparent policies are essential to ensuring fairness and efficiency in decision-making.

Additionally, research procurement remains a significant hurdle. Having worked with institutions like the Chinese Academy of Sciences, Oregon State University, and now the Wisconsin Institute for Discovery (WID) as a Fulbright Scholar, I have observed how procurement processes abroad are streamlined, allowing researchers to acquire necessary resources without undue delays. Transparency should not equate to excessive checkpoints where non-technical personnel question research needs. Emphasis on cost-cutting often compromises research quality, limiting access to high-quality reagents and consumables necessary for cutting-edge innovation.

Aspiring to compete with institutions like MIT and Harvard requires more than just infrastructure; it demands robust academic systems. In many Pakistani universities, administrative processes are highly personalized, relying on personal relationships rather than standardized systems. In contrast, institutions like WID operate on structured mechanisms where tasks are resolved efficiently without unnecessary hurdles. The emphasis should be on trust-based systems where faculty and researchers can function independently within a structured and supportive framework.

Similarly, minimizing excessive administrative staff and fostering a self-sufficient work culture is essential. During my visits to universities in China and UW-Madison, I observed that university presidents, faculty members, and even my professor—who served as Secretary to the White House during the Obama administration and now directs the Wisconsin Institute for Discovery—manage their own workspaces without VIP privileges. In contrast, Pakistani universities often maintain disparities where administrative staff enjoy more privileges than faculty members. A uniform system promoting equity and professionalism is necessary to cultivate a productive academic environment.

Faculty selection processes must evolve beyond seniority-based hiring. Interviews should assess candidates based on their expertise, problem-solving abilities, and teaching philosophy rather than traditional definitions. Selection committees must be trained to identify potential rather than relying on hierarchical norms. Additionally, faculty growth trajectories and incentives must be clearly defined. Institutions should differentiate between faculty members actively engaged in research, mentorship, and innovation versus those merely fulfilling routine duties. The lack of recognition for high-performing faculty discourages motivation and innovation, leading many talented researchers to consider opportunities abroad.

One of the fundamental gaps in Pakistan’s higher education landscape is the lack of industry-academia collaboration. While there are trust issues on both sides, industries must recognize the importance of investing in talent development beyond unpaid or exploitative internships. Establishing structured partnerships with national institutes in health, biotechnology, agriculture, and other fields can provide students with hands-on experience and practical skills. Adopting models like the Chinese Academy of Sciences, where universities and industries work in tandem, can significantly enhance employability and research outcomes.

Pakistan’s academic and policy-making spaces are often dominated by senior members, sidelining young, dynamic researchers who bring fresh perspectives. While there is a constant emphasis on applied research, fundamental challenges such as inadequate lab infrastructure and unreliable electricity supply hinder progress. Those with practical experience in translational research must be empowered, regardless of their age or seniority.

Furthermore, the sustainability of new institutions is a critical concern. Many universities established with a vision for applied sciences have gradually reverted to traditional models due to a lack of long-term planning. Establishing a university requires not just infrastructure but a well-defined roadmap for branding, sustainability, and faculty training. Higher education investment should be seen not as an expenditure but as a long-term national investment.

For Daanish University of Applied and Emerging Sciences in Islamabad to truly become a transformative institution, it must move beyond rhetoric and address systemic challenges within Pakistan’s academic landscape. The government should prioritize policies that ensure academic freedom, research-driven curricula, streamlined procurement, and robust industry linkages.

Reviving institutions like the Pakistan Academy of Sciences, Comstech, and the Pakistan Science Foundation with a renewed focus on outcome-based research can further strengthen the ecosystem. Senior faculty members should focus on fostering talent rather than perpetuating hierarchical structures that stifle innovation.

Higher education reforms should not just be about launching new institutions but about rethinking and improving the existing academic framework to create an environment conducive to research, learning, and national development.