There were two factors. First, the country need. The need for quality higher education is much greater than what exists in the country today. We saw that both public and private education offered very little opening to receive a greater number of hookahs per cycle. And we ask ourselves, how is the demand for quality education going to be met? Why don’t other universities increase their number of admitted, year after year? Why not expand this, as there is so much demand for quality education? The common answer was that quality was at odds with quantity and one could not be a demanding university that would properly train its professionals if it had a larger number of students, in addition, they had always wanted to be exclusive.
In other industries I have never seen a problem between quality and quantity. What’s more, I always saw a challenge or an opportunity in it. And of course there is, managing a service like ours, education, is almost almost like having a Ritz Carlton. I looked at the hotel industry that is also a service industry and I said: “Why can there be brands like Ritz Carlton that provide top service to all their guests and not in education? One has to make sure to have clear standards, measurements, operations on each of the campuses on all fronts, be it services, sports, cleaning, security, academic operations, etc. Also, have the parameters well defined and have a discipline for monitoring, control and permanent improvement. That is the key to expanding with quality.
On the other hand, I started to wonder if the paradigm exists, how can we show that we are going to grow, but improving quality? And that’s when the idea came to us that we had to be credited with the most difficult thing in the world, because in this way we are going to show the whole world that we can handle quality and quantity. And this is how we embarked on both projects. First grow to expand with excellence. We defined an operating model, with all the roles and functions of each one in the organization and all the metrics that we were going to have. We take out the ISOs, where we certify the entire operation, both academic and administrative. We also have very strict controls in the operation. In this way, we ensure that the experience at the UPC is homogeneous on all campuses and is at a very high level of quality and satisfaction.
Second, we note that the multi-campus program has another very important decision aspect. When we went to see multicampus worldwide, we saw that there are two types. Mirror multicampus, which is to be able to give the largest number of degrees on all campuses, and the other way is that each campus has one or two faculties and they grow by campus based on faculties. We wonder what the need is. The need is quality education.
The big problem we have in Lima today is traffic when we move. So what we have to do is have a multi-campus mirror strategy. Thus, the boys will be able to have the best education, close to where they are, not waste time, focus on their studies and not have to choose a university for the simple factor that it is close to them. Therefore, we take care of having a high quality offer close to your homes.
What we did was divide modern Lima in some way and put the campuses in a homogeneous way throughout the Metropolitan Lima. The distance from our campuses is approximately 11 or 12 km, which we can occupy all the strategic points of the city.