Higher Education's 'Messy Middle': Navigating Turbulence with a Touch of Marketing Zen

As if the challenges facing higher education weren’t already enough, the last two months have brought a whole new sense of turbulence to the industry we all care about with rapid fire. It’s felt like navigating a labyrinth: mirrors distorting reality, floors shifting beneath our feet, and the exit sign perpetually out of reach. And, unfortunately, it doesn’t feel like it’s changing anytime soon.

This year marks my 30th year in higher education, 11th at SimpsonScarborough, and 5th as CEO. When I can find moments of clarity and clear-headedness, I’ve found support and inspiration in topics like enduring life’s transitions and finding purpose later in life.  

The ‘Messy Middle’ Unpacked
 

I’m among a growing community of solid-middle-agers (including some close higher ed friends) who have done a workshop or online course through the Modern Elder Academy. MEA has defined life’s transitions as having three distinct phases: a long goodbye, a messy middle, and a new beginning. The “messy middle” isn’t just catchy jargon; it encapsulates the turbulence institutions face en route to reinvention. Higher education is clearly in its ‘messy middle’ era.   

For nearly two decades, the broken business model for colleges and universities has been strained by economic downturns: changing demographics, technology shifts, competition, globalization, politics, and waning public trust. Yet, despite facing these same challenges repeatedly, little has been done to address them meaningfully. The latest threats on grant and research funding, the rollback of DEI initiatives, and the loosening of the grip of for-profit and alternatives to traditional degrees are gasoline to the smoldering embers on the fire, jolting new layers of complexity to an already unstable landscape.  

Despite the uncertainty, higher ed brims with potential. And, at SimpsonScarborough, we choose optimism. As author Derrick Jensen puts it: 

“The good thing about everything being so [messed] up is that no matter where you look, there is great work to be done.”

The key to emerging stronger? You guessed it. More empowered marketing communications leaders, better brand positioning and differentiation, and programs that actually meet market demand.

The Critical Role of Branding, Marketing, and Communications
 

In times of uncertainty, perception is reality. Institutions that fail to tell their own stories risk having them written by critics, policymakers, or external forces that may not have their best interests at heart.

But universities aren’t just places of learning; they are brands competing for students, faculty, funding, and public trust. Marketing and communications leaders must act as architects of that very institutional identity. Effectively communicating value can mean the difference between thriving and merely surviving.  

Recent data underscores this urgency. Inside Higher Ed’s 2025 Survey of College and University Presidents reveals widespread public perception and financial stability concerns. While 49% of presidents cite “questions about the value of a college education” as a major factor in declining public confidence, 0% believe higher ed has been “very” or “extremely” effective in addressing it.

That’s an admission of failure, wrapped in inertia.

Marketing leaders must refuse to dismiss this as the “best-kept secret.” Instead, they need to secure a seat at the executive table and actively shape their institution’s narrative.

Marketing Leaders as Institutional Navigators
 

Chief marketing officers (CMOs), communications directors, and branding experts are no longer support players—they are strategic drivers of success. Their role extends beyond recruitment brochures and social media posts; they shape perception, drive engagement, and protect institutional reputation. Here are some key areas where marketing leadership is pivotal:

Brand Differentiation

With declining enrollment and skepticism about degree value, universities must articulate what makes them unique. A strong, authentic brand tells a compelling story that resonates with students, parents, alums, and donors.

Crisis Management

Whether addressing political controversy, financial strain, or faculty disputes, universities need proactive crisis communication strategies built on transparency, authenticity, and swift messaging.

Digital Transformation

Institutions must meet audiences where they are—online. Leveraging digital storytelling, social media engagement, and personalized content marketing helps universities attract and retain their target audiences.

Public Trust and Advocacy

Higher ed leaders must champion the societal value of education, research, and academic freedom in an era of heightened scrutiny.

The Road Ahead: A Call to Action for Higher Ed Communicators
 

How does higher education move from the messy middle to a new beginning? A few key strategies stand out:

1. CMOs Need to Own the Institutional Narrative or Risk Losing It to Critics: Institutions investing in strong marketing leadership and operations will be better equipped to navigate uncertainty, strengthen institutional loyalty, and shape public perception.

2. Stop Resisting AI and Digital Shifts and Harness Them to Strengthen Higher Ed: Universities must integrate technology to enhance learning and streamline operations rather than resisting AI and digital shifts. Instead of fearing GDPR or search algorithm changes, institutions should leverage the vast first-party data they already possess.

3. Stand Firm on Academic Freedom, or Watch It Erode: Universities must stand firm against political interference, preserving the sanctity of free inquiry. Rather than cowering in fear, they should champion their institution’s values, research contributions, and societal impact.

4. Marketing Leaders Must Drive Financial Innovation and Not Just Respond to Budget Cuts: Marketing leaders must understand their institution’s financial realities. They should drive innovation in non-degree and continuing education programs, ensure student success and job outcomes are central to branding, and help shape product and program packaging.

If universities fail to communicate their economic and social value effectively, someone else will do it. And odds are, they won’t like the version being told.

The Silver Lining
 

It is easy to be overwhelmed by today’s political pressures and the fear of retribution from public political statements. But, as Freeman Hrabowski, president emeritus of the University of Maryland, Baltimore County, said at the American Council on Education’s recent annual conference:

“Don’t you dare allow the toxicity of some people to leave you hopeless.”

Navigating the messy middle isn’t just difficult; it’s a battle for survival. Universities that fail to adapt will fall behind, but those that embrace bold, strategic marketing will emerge stronger. Marketing isn’t just important—it’s the difference between relevance and obsolescence. Institutions must aggressively own their narratives, champion their value, and fight for their place in the future.

Now is not the time to shrink back. It’s time to go all out.  

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