UNICON research webinar recap: eight strategic choices for university executive education leaders navigating lifelong learning and non-degree programming.

Executive Education & Lifelong Learning: UNICON Webinar Recap

On March 5th, UNICON hosted a research webinar exploring how universities should position their executive education and non-degree offerings in an era of continuous, lifelong learning.

The session centered on a new UNICON research report — Executive Education in the Age of Lifelong Learning: A Strategic Framework for Navigating University-wide Approaches to Non-Degree Academic Programming — co-authored by Marco Serrato (Arizona State University) and Cate Reavis. Drawing on interviews and survey data from ten UNICON member institutions across five continents, the report explores how universities are moving beyond historically siloed models toward more integrated approaches — and the real trade-offs involved.

Read the blog post & download the full paper
Access the complete strategic framework and research findings

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Watch the recording


About the authors

Marco Serrato
Marco Serrato, PhD — Presenter Vice President for Learning Enterprise, Arizona State University · Professor of the Practice, Thunderbird School of Global Management

Marco has been part of the UNICON community for over 15 years, most recently serving as Chair of the Board of Directors (2019–2020) and continuing as Co-Chair of the Benchmarking and Continuity Committees. He brings both a practitioner’s and researcher’s perspective to this work, drawing on his experience leading non-degree and executive learning at scale at ASU.

Cate Reavis
Cate Reavis — Co-author Freelance Writer / Editor

Cate collaborated with Marco to research and write this report, bringing her expertise in translating complex institutional strategy into clear, practical insights for executive education leaders.

Eric Bergemann
Eric Bergemann — Moderator Managing Director, Americas and Industry Programs, MIT Sloan Executive Education

A long-standing UNICON Board Member and former Chair of the Board, Eric moderated the session and brought his own practitioner perspective from leading executive education at MIT Sloan.


About the research

An exploratory survey of 10 anonymized UNICON member institutions across five continents
One-to-one interviews with senior executive education directors at each institution
Secondary analysis to contextualize findings
Institutions ranged from fully centralized to intentionally decentralized — five centralized, one centralized hybrid, four decentralized

The strategic framework

The core contribution of the research is a framework of eight strategic dimensions where institutions must make deliberate choices. As Marco noted: there is no single right model for all institutions — but failing to make explicit choices across these dimensions is itself a risk.

# Dimension The strategic choice
1Portfolio strategyBreadth vs. depth
2Learning modalitiesImmersion vs. scalability
3Brand architectureInstitutional vs. school-level
4Pricing strategyConsistency vs. flexibility
5Resource allocationCentralized vs. distributed
6Learner & client data managementUnified view vs. local ownership
7Operational scalabilityFull integration vs. interoperability
8LLL positioningExclusive vs. mass market

By the numbers

100%

of institutions offer both custom and open enrollment programs

88%

reported greater efficiency in resource allocation as a realized benefit

90%

cited faculty selection and coordination as a top operational challenge

80%

of institutions now deliver across all four learning formats

75%

cite improved client relationship management as a top opportunity


Key takeaways

No single model fits all. Whether centralized or decentralized, the choice must align with institutional culture and market positioning. What matters is making the choice deliberately.
Executive education is increasingly visible at the institutional level. Leaders across the university are looking to executive education units as models for demand-driven, agile learning — and in some cases as the natural home for a broader lifelong learning strategy.
Integration is a change management journey. Institutions that succeed treat structural change as a process of building trust between academic units and central administration — not a one-time reorganization.
Data is the next frontier. In an AI-enabled world, whether learner and client data is unified or siloed will increasingly determine competitive advantage.
The “why” behind integration matters. Institutions driven by a genuine belief in lifelong learning tend to build stronger internal alignment than those pursuing integration primarily as a revenue strategy.

Up next: MIT SLOAN, JULY 16-17, IN-PERSON

 
 
 

UNICON Annual Workshop 2026

What Does It Mean to Be Human? People & AI

July 16–17, 2026 · MIT Sloan Executive Education, Cambridge, MA

UNICON’s 2026 Annual Workshop brings the global community together at MIT Sloan’s new Executive Education facilities to explore the evolving role of humanity in a world shaped by AI. Open to executive education professionals across leadership, program development, sales and marketing, and operations.

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