Look closely as the crystal ball replays for us the immediate past. See how from their typically ordinary position within the university, Continuing Education units were left to watch (often with awe and a sprinkle of wonder) how higher education managed, mismanaged and otherwise muddled through so much of the disruption experienced since 2020. But then look here at how, out of necessity, Continuing Education units aggressively leaned into the disruption to capitalize on market conditions and create growth opportunities where other areas of their universities experienced contraction, atrophy or failure. Now the vision shifts forward—yes a five-year view forward—where we can see abundant opportunity and change realized by making only a few modest assumptions.
