UNIVERSITY · 2025
PKR 100M committed.
Two-day Future Foresight workshop with senior leadership.
THE SITUATION
Riphah International University operates across 7 campuses in Pakistan. Leadership understood that AI was changing education and research, but had no clear direction on where to invest, what to build, and how to prepare faculty and students for an AI-native curriculum.
The Vice Chancellor and senior leadership team needed a structured decision-making process, not another technology presentation. They needed to leave the room with a commitment they could act on, not a report they would file.
WHAT WE DID
Pre-session stakeholder interviews
We interviewed key faculty heads and administrative leaders before the workshop to map existing assumptions, surface blockers, and calibrate the content to Riphah's specific context.
Day 1: Future Foresight
Full-day session with senior leadership. Megatrend mapping, Four Futures scenario planning, and Three Horizons framework applied to higher education in Pakistan. By the end of Day 1, leadership had a shared picture of where the sector was going.
Day 2: Strategic Lock-in
Effort-impact mapping across the university's functions. 90-day pilot priorities ranked. Internal sponsors named. By the end of Day 2, the Chancellor had committed PKR 100M to the AI transformation programme.
AI Playbook delivered
A custom AI Playbook for Riphah International University, covering governance, adoption phasing, and priority use cases, delivered and presented to leadership within two weeks of the workshop.
Centre of Excellence scoped
Scope, mandate, and structure for a Riphah AI Centre of Excellence defined, with faculty champions identified across campuses.
THE OUTCOME
PKR 100M
committed by the Chancellor
7
campuses in the cascade plan
2 days
from first session to signed commitment
AI Playbook delivered. Centre of Excellence scoped. Cascade workshops across all 7 campuses now in motion.
WHAT IT PROVES
The Riphah engagement proves the Foresight model. When leadership enters a room with the right framework and the right facilitators, they leave with a signed commitment, not a to-do list. The PKR 100M decision was not a surprise at the end of Day 2. It was the natural conclusion of a structured process that took leadership from uncertainty to clarity in 48 hours.