Russian Federation
Russian Federation
UDC 338
The article examines the managerial aspects of the transition of the Russian higher education to a new national model (effective September 1, 2026) in the context of the rapid development of artificial intelligence. It analyzes key institutional changes: fundamental education focused on the final outcomes and needs of the economy, active business participation in the educational process, and state regulation of fee-based education. Special attention is paid to management gaps – the contradiction between the industrial logic of the new model (rigid planning, industry standards) and labor market turbulence caused by AI. The authors substantiates the need for transition from reactive to proactive management: the creation of adaptive management loops – operational competence revision, flexible educational trajectories, and mechanisms of anticipatory accreditation – is required, rather than simple coordination of programs with employers. The key problem-solving tools proposed include: meta-skills (critical thinking, task setting for AI, emotional intelligence) development as a new goal of education quality management; managing digital inequality risk among universities; development of the human-AI symbiosis embedded in university strategies. The conclusion formulates principles for effective transition management: anthropocentricity, anticipatory approach, networking with the AI industry, and refocus of university KPIs from «knowledge transfer» to «developing human potential in symbiosis with AI».
transition management, new national higher education system, artificial intelligence, risk management, human–AI symbiosis, foundational education, meta-skills, educational inequality, digital sovereignty
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