The article puts forward a powerful idea: instead of viewing the future of universities as a loose collection of “trends” (AI, micro-credentials, virtual reality, etc.), it proposes examining educational singularity, the distinctive features that allow certain institutions to stand out and, above all, to adapt more effectively in an uncertain world.
To this end, the authors design an analytical model inspired by futures studies (foresight), which makes it possible to detect signals of change, organize information, and translate it into meaningful criteria for strategic decision-making in higher education.
The study combines a literature review (mainly from 2015–2020) with qualitative and quantitative analysis. Through searches in ERIC and Google Scholar, the authors identify 25 trends linked to pedagogical and technological innovation (ranging from project-based learning to AI, learning analytics, smart environments, and micro-credentials) and map a broad set of institutions associated with these trends.
This universe is then refined to 55 organizations considered “inspirational” or leaders in at least one respect, including universities, platforms, and alternative models. Based on this analysis, the authors develop a rubric to assess singularity across three broad domains (educational model, organizational management, and service experience) evaluated through three lenses: implementation (whether initiatives are in pilot stages or institutionalized), innovation (the degree of novelty or transformation), and impact (the effects achieved and how they reposition the institution).
The article’s key contribution for a broader audience is that it serves as a kind of “map” to help universities move from intuition to a more systematic diagnosis. It argues that innovation is not merely about adopting technologies, but about understanding how curricular change, internal organization, and student services connect to create distinctive proposals with real adaptive capacity. The work also opens up an important debate: in an increasingly volatile environment, competitive advantage lies not in “following the latest trend,” but in building mechanisms to continuously review and adjust the university model.
In this sense, the rubric is presented as a practical tool for comparison, learning from leading examples, and guiding innovation with discernment, not just enthusiasm.
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How to Cite: Lara-Navarra, P., Sánchez-Navarro, J., Fitó-Bertran, Àngels, López-Ruiz, J., & Girona, C. (2024). Exploring singularity in higher education: innovating to adapt to an uncertain future. RIED-Revista Iberoamericana de Educación a Distancia, 27(1), 115–137. https://doi.org/10.5944/ried.27.1.37675
