Justin Schwartz's Strategic Vision for Educational Innovation

Justin Schwartz’s Strategic Vision for Educational Innovation As the sun rises over the Colorado Rockies, Justin Schwartz is already deep into his day—his 99th as Chancellor of the University of Colorado Boulder. But leadership isn’t new to him; it’s a lifelong calling shaped by a childhood immersed in academia. With a laugh, he reflects, “If you asked what my parents did for work, the answer was never ‘professor’—it was always, ‘They teach physics,’ or ‘They study literature.’ Education has always been personal for me.”

Schwartz brings more than just legacy to his role—he brings a strategic vision for transforming higher education. His journey through some of America’s most prominent universities—Florida State, North Carolina State, and Penn State—has honed his understanding of how large, public institutions can drive societal and economic impact. Now at the helm of CU Boulder, he is focused on redefining what it means to be a modern flagship university.

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Q: As a leader in higher education, how do you view the evolving mission of public universities today? Public universities are undergoing a fundamental shift—not just in how we deliver education, but in how we define value. Yes, we’re preparing students for careers, but we’re also shaping citizens who will lead communities, innovate industries, and contribute to democratic discourse.

At CU Boulder, our mission is twofold: serve Colorado first, and then think globally. We’re investing in research and innovation that transcends borders, whether that’s in space exploration, climate resilience, quantum computing, or health technology. These aren’t just academic pursuits—they’re economic engines and catalysts for global progress.

When I look at our alumni list—Nobel Laureates, astronauts, Supreme Court justices—it reinforces that this institution has always punched above its weight. My job is to ensure we continue doing so with intentionality and agility.

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Q: You’ve spoken about “unfair competitive advantage” for graduates. What does that mean in practice? That term came from conversations with employers and alumni about what makes CU Boulder graduates stand out. It’s not enough to simply graduate with a degree anymore—you need experiences that differentiate you in the marketplace.

We’re embedding experiential learning into every corner of the student experience. Whether it’s through internships, undergraduate research opportunities, entrepreneurship labs, or cross-disciplinary projects, our students are solving real problems while still in school. They’re developing not just technical skills but emotional intelligence, cultural competence, and leadership instincts.

This is where the co-curricular becomes as important as the curriculum. A student studying aerospace engineering might also lead a sustainability initiative or participate in policy simulations. Those diverse experiences give them an edge—not because they know more facts, but because they know how to apply knowledge in complex, unpredictable environments.

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Q: How are you aligning CU Boulder’s strategy with broader economic and workforce trends? The challenge isn’t just preparing students for jobs that exist today—it’s equipping them for roles that don’t yet exist. We’re investing heavily in digital fluency across disciplines. Every major should have a component that teaches students how to interact with data, automation, and emerging technologies. This isn’t about turning everyone into a computer scientist; it’s about making sure everyone understands how these tools reshape their fields.

We’re also rethinking partnerships—with industry, government, and nonprofits. For example, we’ve launched collaborative programs with national labs, aerospace firms, and healthcare systems that allow students to work on live challenges while earning credit. These relationships create pipelines not only for talent but for innovation.

And let’s not forget affordability. Higher education must remain accessible to all qualified students, regardless of background. We’ve made significant investments in financial aid and are working to reduce time-to-degree without compromising quality. That’s a business imperative as much as a moral one.

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Q: What role does innovation play in your leadership approach? Innovation can’t be a buzzword—it has to be embedded in culture. At Penn State, I led a major restructuring of academic operations that increased efficiency and improved outcomes. At CU Boulder, we’re applying similar principles to research commercialization, digital transformation, and student engagement.

One area where this is evident is in our push toward open science and interdisciplinary collaboration. Too often, universities operate in silos. We’re breaking those down—not just between departments, but between disciplines, sectors, and even continents. We’re building platforms that let researchers share resources, co-develop solutions, and scale discoveries faster.

From a leadership standpoint, innovation means being willing to question the status quo, even when it’s uncomfortable. It means empowering teams to experiment, fail fast, and learn quickly. And it means keeping the student experience at the center of everything we do.

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Q: How do you balance tradition with transformation in an institution like CU Boulder? Tradition gives us roots, but transformation ensures we grow. CU Boulder has a rich history of academic excellence, groundbreaking research, and community impact. We honor that legacy by continuing to push boundaries.

But transformation doesn’t happen overnight. It requires patience, persistence, and a clear-eyed view of the future. For instance, we’re modernizing infrastructure—not just physical buildings, but digital ecosystems that support hybrid learning, remote collaboration, and lifelong education.

We’re also listening closely to stakeholders—students, faculty, staff, alumni, and community members—to understand what’s working and where we need to improve. Feedback loops are essential to any adaptive organization.

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Q: Looking ahead, what are your top strategic priorities for CU Boulder? First, we’re doubling down on our core strengths—research excellence, student success, and community engagement—while expanding into frontier areas like AI ethics, sustainable energy, and space-based technologies.

Second, we’re focused on enhancing our global footprint. This isn’t about prestige—it’s about relevance. Global challenges require global perspectives, and CU Boulder is uniquely positioned to convene experts, incubate ideas, and influence policy at scale.

Third, we’re building a more inclusive and resilient campus culture. Diversity of thought and lived experience isn’t optional—it’s essential for innovation. We’re investing in programs that attract and retain underrepresented talent, both among students and faculty.

Finally, we’re strengthening our ties to Colorado. Whether it’s workforce development, K-12 partnerships, or economic development initiatives, we want to be seen as a true partner to the state we serve.

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Q: Any final thoughts for other leaders navigating transformation in complex institutions? Leadership in higher education—or any complex organization—is about clarity of purpose, courage in decision-making, and consistency in execution. You have to be able to articulate a compelling vision, rally people around shared goals, and stay grounded in your values, especially during turbulent times.

Transformation is not about disruption for its own sake. It’s about making meaningful progress for the people and communities you serve. That’s the kind of legacy worth building.

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In a rapidly changing world, Justin Schwartz is steering CU Boulder not just toward growth, but toward relevance. His vision recognizes that the future of education lies not in preserving the past, but in boldly embracing the possibilities ahead—always with students, society, and success at the core.