
Build Trust: The First Step In AI's Journey Through Higher Education
I recently had the opportunity to attend a global gathering to discuss the future of education. In a fireside chat on 'Empowering Teachers and the Teaching Profession,' we discussed a central truth: Artificial intelligence (AI) can be a powerful ally in education—but only when deployed with clarity, care and trust. That message is especially relevant in higher education today, where the use of AI is accelerating, but the structures to support it are still taking shape.
AI is already reshaping how we work, teach and learn, and higher education institutions are identifying new ways to move forward with clarity and confidence.
Recent surveys show a growing divide between student usage and institutional readiness. A study by the Digital Education Council found that 86% of learners globally use AI in their studies, while an Inside Higher Ed report shows most institutions do not have policies for enterprise-level AI use. This gap presents an important opportunity: Before realizing AI's full potential, institutions must first build a foundation of trust, both internally and externally.
Understanding The Disconnect
AI is rapidly gaining adoption. Learners are using AI to generate ideas, study more efficiently and automate tasks like note taking. Faculty are exploring how AI can support grading, administrative tasks and individualized feedback. These early use cases demonstrate AI's potential, but they're often unfolding in the absence of clear institutional frameworks.
The result is fragmented adoption. AI is being used, but often without structure, support or alignment across departments. Addressing this challenge requires coordinated leadership to develop responsible policies, communicate clear expectations and build trust across the institution.
Responsible Adoption Begins With Governance
Rather than focusing solely on emerging tools, institutions can start by asking clear, foundational questions:
• Who sets AI policy?
• How will data and ethics be managed?
• What systems ensure accountability and transparency?
Strong, cross-functional collaboration can help leaders ensure that AI tools are deployed thoughtfully. With shared policies and clear standards, institutions can create consistent, inclusive experiences that benefit all learners. Above all, educators and administrators must remain in control; technology should support, not substitute, human decision-making.
AI's Value Across The Education Ecosystem
AI offers meaningful benefits for every part of the academic community.
Generative AI can improve efficiencies across a university's operations by automating routine tasks, surfacing insights faster and enabling smarter resource allocation. For example, AI can streamline administrative workflows like scheduling, admissions processing and student communications—reducing manual workloads and response times.
It can enhance decision-making by analyzing large volumes of data to identify trends, risks and opportunities more quickly than traditional methods. In areas like IT and facilities management, AI can optimize maintenance schedules and predict service needs. By handling repetitive tasks and offering predictive insights, AI frees up staff to focus on more strategic, high-impact work—ultimately helping institutions operate more effectively and deliver better experiences for students and faculty alike.
For students, AI provides individualized support; and for faculty, it streamlines administrative tasks and allows educators to focus on teaching and learning.
Supporting Literacy And Inclusion
Employers are increasingly looking for graduates who can leverage AI—and leverage AI responsibly. Institutions play a critical role in preparing learners to use AI ethically, effectively and with awareness of its limitations in real-world settings.
To maximize these opportunities, institutions can prioritize digital and ethical AI literacy. Create environments for faculty and learners that encourage reflection, inquiry and responsible use. I've noticed some institutions are introducing exercises where students engage with AI-generated responses and then evaluate their accuracy and logic, building critical thinking and AI fluency in tandem.
Open dialogue, pilot programs and cross-functional working groups can help create strong, campus-wide alignment. When institutions take a proactive and inclusive approach, they can build confidence and readiness for ongoing innovation.
A Future Built On Trust
AI can be a powerful tool for enabling personalized learning, dynamic assessment and more student-centered support. It empowers educators to focus on creativity and connection, and it helps students prepare for a world where adaptability and digital fluency are key.
But as roles and expectations evolve, embracing innovation with care is essential. I think the real opportunity lies in leading with intention. Institutions that prioritize trust today could be the ones best equipped to shape tomorrow's most human-centered, forward-looking approaches to education.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
2 minutes ago
- Yahoo
Karman Space & Defense Announces Proposed Public Offering of Common Stock
HUNTINGTON BEACH, Calif., July 21, 2025--(BUSINESS WIRE)--Karman Space & Defense (NYSE: KRMN) ("Karman" or the "Company"), a leader in the rapid design, development and production of critical, next-generation system solutions for launch vehicle, satellite, spacecraft, missile defense, hypersonic and UAS customers, today announced a proposed underwritten public offering of 20,000,000 shares of its common stock (the "Common Stock"). The offering consists of 20,000,000 shares of Common Stock being offered by certain selling stockholders. The selling stockholders also expect to grant the underwriters a 30-day option to purchase up to an additional 3,000,000 shares of Common Stock. No shares are being sold by Karman in the offering and Karman will not receive any proceeds from the offering. The selling stockholders will receive all of the proceeds from the offering. Citigroup and Evercore ISI are acting as book-running managers for the proposed offering and as representatives of the underwriters for the proposed offering. The proposed offering will be made only by means of a prospectus. Copies of the preliminary prospectus relating to the proposed offering may be obtained from: Citigroup, c/o Broadridge Financial Solutions, 1155 Long Island Avenue, Edgewood, NY 11717, by telephone: (800) 831-9146 and Evercore Group L.L.C., Attention: Equity Capital Markets, 55 East 52nd Street, 35th Floor, New York, New York 10055, by telephone: (888) 474-0200, or by email: A registration statement on Form S-1, including a prospectus, relating to the proposed offering of Common Stock has been filed with the U.S. Securities and Exchange Commission but has not yet become effective. Accordingly, the Common Stock may not be sold, nor may offers to buy be accepted, prior to the time the registration statement becomes effective. This press release shall not constitute an offer to sell or a solicitation of an offer to buy the Common Stock, nor shall there be any sale of the Common Stock in any state or jurisdiction in which such an offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction. ABOUT KARMAN SPACE & DEFENSE Karman Space & Defense is a leader in the rapid design, development and production of critical, next-generation system solutions for launch vehicle, satellite, spacecraft, missile defense, hypersonic and UAS customers. Building on nearly 50 years of success, we deliver Payload & Protection Systems, Aerodynamic Interstage Systems, and Propulsion & Launch Systems to more than 70 prime contractors supporting over 100 space and defense programs. Forward-Looking Statements This press release includes express or implied forward-looking statements. Forward-looking statements include all statements that are not historical facts including those that reflect our current views with respect to, among other things, our operations and financial performance. Forward-looking statements are included throughout this press release. We have used the words "anticipate," "assume," "believe," "continue," "could," "estimate," "expect," "expectation," "believe," "may," "could," "intend," "belief," "plan," "estimate," "target," "predict," "likely," "seek," "project," "model," "ongoing," "will," "should," "forecast," "outlook" or similar terminology. These statements are based on and reflect our current expectations, estimates, assumptions and/ or projections, our perception of historical trends and current conditions, as well as other factors that we believe are appropriate and reasonable under the circumstances. Forward-looking statements are neither predictions nor guarantees of future events, circumstances or performance and are inherently subject to known and unknown risks, uncertainties and assumptions that could cause our actual results to differ materially from those indicated by those statements. These risks and uncertainties include, but are not limited to, risks and uncertainties associated with the consummation of the offering and other risks described in Karman's registration statement on Form S-1, as it may be amended from time to time, and its Annual Report on Form 10-K for the year ended December 31, 2024 and any subsequent filings with the U.S. Securities and Exchange Commission. There can be no assurance that our expectations, estimates, assumptions and/ or projections will prove to be correct or that any of our expectations, estimates or projections will be achieved. The forward-looking statements contained in this press release are based on management's current expectations and are not guarantees of future performance. Our expectations and beliefs are expressed in management's good faith, and we believe there is a reasonable basis for them, however, the forward-looking statements are subject to various known and unknown risks, uncertainties, assumptions, or changes in circumstances that are difficult to predict or quantify. Actual results may differ materially from these expectations due to changes in global, regional, or local economic, business, competitive, market, regulatory, and other factors, many of which are beyond our control. View source version on Contacts Investor contact:Steven Gitlininvestors@ Media contact:press@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
2 minutes ago
- Yahoo
I only work 3 days a week during the summer. The rest of the week, I'm offline and enjoying time with my kids.
I've long adapted my career to my children's schedule, and the summer is no different. Since they are now at home all summer, I asked my boss if I could work only three days a week. My boss agreed, so now I spend my other two days enjoying summer with my kids. I've been lucky enough to have a flexible career as a digital director. I'm a contract worker, which has always given me great flexibility, especially while raising my kids. My career has adapted to my kids' schedules at each stage of their development. For example, I could only work through pre-K hours, and when my youngest went to kindergarten, I worked all five workdays. I worked that full-time contract role for one year after my youngest started kindergarten. However, this summer I decided to change my schedule again: I now work only three days a week in the office and spend the other two days at home with my kids (ages 6 and 8) offline. I simply asked my boss for an accommodating schedule I have a history of getting stuff done. When I had surgery, traveled, or had to deal with a sick kid, my deadlines were always met. Since I'm a proven contractor, my boss allowed me to reduce my schedule to three days this summer — Monday, Wednesday, and Friday, and stay home the other two. "As long as everything gets done," my boss said. We agreed the new schedule would not affect my pay because I'm a contract employee. After that, I had to inform the rest of the team of my new schedule, which I announced at the next management meeting. I also had to tell my subordinates. I ensured they knew they could reach me via email or text if it's an emergency. There's no animosity because I have to pick up weekend slack, and I bear the responsibility they prefer to avoid. In return, I get to come and go as I please, work from home, and attend all my kids' events without counting up PTO. Being home with my kids during the summer is worth it I get two days home with my kids, plus holidays and weekends. We usually start our home days — or as they call them, "Mommy days" — by picking up and doing a few chores. I run laundry and do the dishes; they pick up their rooms and do a simple chore like bringing in eggs or taking out the trash. Next, we decide what kind of day we're going to have. Maybe they have a friend over, perhaps they want to play in the backyard, or, if it's an open evening, we'll do something more fun and take an adventure. We might head to a splash pad, swim, hit up a park out of town, go golfing, or visit out-of-town family members. We've gone on train rides, visited museums, and spent the night at my friends' houses with similarly aged kids. As my kids have gotten older, we've become more flexible about what we can do and how long we can be away. It's a privilege to spend this time with my kids during the summer. While it requires some extra work on my part, it's all worth it for that extra summer fun with my boys. Read the original article on Business Insider Solve the daily Crossword
Yahoo
2 minutes ago
- Yahoo
NXP second-quarter revenue falls 6%
(Reuters) -Chipmaker NXP Semiconductors posted a 6% drop in second-quarter revenue on Monday, led by weakness in communications and infrastructure segment amid broader market softness. NXP's revenue for the second quarter fell 6.4% to $2.93 billion, although it still narrowly beat analyst expectations of $2.90 billion, according to data compiled by LSEG. NXP's chips are used for high-speed digital processing utilized in sectors such as automotive, manufacturing, telecommunications and the Internet of Things (IoT). The shares of the company fell 5% in trading after the bell. Revenue from its communication and infrastructure segment fell 27% to $320 million in the quarter. Industrial and IoT revenue fell 11%, while the automotive segment was flat. For the third quarter, the company expects revenue to be between $3.05 billion and $3.25 billion, the midpoint of which is above analysts' estimates of $3.07 billion. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data