“Diversity is the core of the success of excellence”

In the last decade, Sciences Po, Paris, has transformed itself from a political science academy to train the French elite to an international social sciences institute. As many Indian universities plan to globalise their approach to education, Francis Vérillaud, vice president and director of international affairs and exchanges, Sciences Po, talks to KUNAL MAJUMDER about the importance of internationalisation in higher education.

The Indian government wants to globalise the education system here, with more international exposure in the sector of higher education. As a representative of one of the most respected French education institutes, what advice do you have?

First, I do not have the pretension to talk about the higher education system in countries other than in my own. All education systems have their own national cultural mark. Some of them have international vision. In the last ten years, my own institute has developed from being a national body to an international one. And I come from a country that is not known for developing such international institutions.

What we achieved was difficult, compared to schools not just in Germany and Spain, but also in the UK or the US. The problem was not just about the language, but also of the structure and autonomy. One thing I may underline is what made it possible to transform Sciences Po into an international university is its very strong autonomy. I think we cannot rely on the state, the government, laws and ministries to operate the transformation of the institution; it must come from the institution in itself. What we can expect from the state is first trust and second is maybe some support.

So, what are the factors required for an educational institution to become an international one?

I know only a few higher education institutions can become international, depending on the environment, objectives, the ways of functioning and the future vision. If Sciences Po were in Marseille or in Grenoble, we would not have the same ambition as we have being in Paris.

Independence and autonomy are a strategic choice, because you cannot have a strategy of your own if you are not independent. Second, there is no strategy of any institution, even in higher education, without freedom in one way and leadership in the other. Bringing these two elements together bring the possibility of international outlook in education.

Thirdly, it was a choice to use that core strategy. For us, it meant right at the beginning to utilise international relations as a means to bring some transformation. Step by step, you are finally able to transform your own institution. Today, at Sciences Po, 42 percent of students are non-French.

How do you ensure the ratio between foreign and domestic students is maintained? Is there a quota for international students?

We don’t have quotas. We simply recruit the best students and are open to recruit students worldwide. If tomorrow we have 50 percent of international students, fine. We are competing, so we are looking for the best talent, wherever they are. Again, it is difficult for us: we are not as well known as many Anglo-Saxon universities are. When we came to India, people had questions about our strategy for language.

Yes, the language factor. How do you attract students from a non-French speaking country like India?

I don’t think there is a world for francophone or a world for anglophone. I think there is just one world and we are part of this competition.

So again, when there are 42 percent of students who are not French, at least in some classes or in some seminars, you may not have French people at all. French may become a minority, which is fine. Most of our programmes are social sciences related, where we teach decision-making. In these fields, a comparative approach is absolutely necessary.

So you are suggesting diversity helps the students find better solutions…

Absolutely. Let’s imagine: If you were at a class in Sciences Po, where there are only French people, with the same background, speaking the language, behaving in almost the same way, when you are looking for solutions to transform the present world and model the future one, this is a very strong limitation.

I am happy there are Indian students at Sciences Po who can say, for instance, in my country we do it differently, or in my country we have similar experiences. In that case, you would have different way of seeing the problem and finding a better solution. It enables the comparison and the articulation of different answers. I think we now know that in these issues of governing, even in business decision-making, there is not only one solution. That’s why there is the need for people from different backgrounds to get together find the best solution through comparison and sharing of different ideas. Diversity is the core of the success of excellence.

WRITER’S EMAIL
kunal@tehelka.com