Higher Education, as we now practice it, was built to suit the industrial revolution need of a worker trained early and trained for life. Education Past required a formal recognised qualification that acculturated the student, taught them how to think, talk and act like that prof.

When signals like higher education doomed emerge, organisations that engage early have the advantage of choosing their response rather than reacting to events. That gap between those who prepared and those who did not is where competitive positioning is actually made or lost.

The most important question is not whether higher education doomed will matter, but how quickly it will matter in your specific context. Leaders benefit most from mapping the ripple effects early — not just the direct impact but the second and third-order consequences that arrive later and hit harder. That is the practical work of foresight.