William Wilson's Vision for Transformative Education

*William Wilson’s Vision for Transformative Education As higher education grapples with shifting student expectations, economic uncertainty, and a rapidly evolving job market, Oral Roberts University (ORU) stands out with a unique model that blends spiritual values, technological innovation, and career readiness. President William Wilson shares his insights on leading a purpose-driven institution that prepares students not just for jobs—but for life.

our publication: How has the role of higher education evolved in recent years? William Wilson: The traditional model of college as a guaranteed pathway to a stable career is fading. Students now seek institutions that offer real-world relevance, personal development, and adaptability. At ORU, we’ve always believed in what we call Whole Person Education—addressing the intellectual, physical, and spiritual dimensions of each student. In today’s world, that philosophy isn’t just idealistic—it’s strategic.

You’ve been at the helm during significant transformation. What leadership principles have guided you through change? Leadership, for me, is about vision and resilience. I often say that if you can’t articulate where you’re going, you’ll end up somewhere you didn’t want to be. But vision without execution is just a wish. One of the most important things I’ve done is build a strong executive team that shares our mission and brings diverse expertise. Whether it’s finance, technology, or academic strategy, we make decisions collaboratively and stay agile.

ORU has maintained impressive graduate employment rates. To what do you attribute this success? It starts with culture. Our students are trained not only in their disciplines but also in integrity, accountability, and respect for authority. These aren’t just moral values—they’re professional competencies that employers crave. We also maintain deep relationships with employers globally, ensuring our curriculum aligns with industry needs. That combination of character and capability gives our graduates a competitive edge.

How does ORU’s Christian ethos shape its approach to education and operations? Faith isn’t compartmentalized here—it’s integrated into everything we do. As president, I wear three hats: educator, business leader, and spiritual shepherd. This integration allows us to foster an environment where students can grow holistically. It also creates a distinctive organizational culture that attracts donors, partners, and staff who believe in our mission.

ORU operates beyond tuition-based revenue. Can you explain how diversification strengthens institutional resilience? Absolutely. Relying solely on tuition is risky, especially in today’s climate. We generate revenue through media production, real estate leasing, and philanthropy. Each stream supports the others and provides stability. My philosophy has always been: don’t put all your eggs in one basket. When one source faces challenges, others keep the engine running.

Digital transformation has reshaped many industries. How has ORU adapted to this shift? We didn’t wait for disruption—we embraced innovation early. Our Global Learning Center is a hub for cutting-edge tech like AI, virtual reality, and immersive learning tools. These aren’t gimmicks—they’re investments in how students learn and engage. We moved fully online during the pandemic without missing a beat because our infrastructure was already in place. That agility reflects our commitment to staying ahead of the curve.

You mentioned ORU’s adaptive planning model. How does that differ from traditional strategic planning? Traditional five-year plans assume a static environment. We know better than that. Our adaptive plan is reviewed annually, adjusted based on data, market trends, and feedback. It keeps us nimble and responsive. Every year, we reassess our KPIs, reevaluate our goals, and pivot when necessary. This approach has served us well, especially in navigating sector-wide challenges.

What does the future hold for ORU under your leadership? We’re focused on expanding our global footprint while deepening our impact locally. Innovation in curriculum, technology, and student services will continue to drive growth. Most importantly, we remain committed to our core mission: developing leaders of integrity who can thrive in any field. In a world hungry for purpose and authenticity, that’s not just an advantage—it’s essential.

Finally, what advice would you give other leaders navigating complexity in their sectors? Stay grounded in your values, but don’t be rigid. Surround yourself with people smarter than you, and always listen more than you speak. And never lose sight of the human element—whether you’re leading a university, a corporation, or a community, it’s ultimately about people.

--- William Wilson’s leadership at Oral Roberts University exemplifies how visionary thinking, adaptive strategy, and unwavering values can create sustainable success—even in one of the most challenging sectors of today’s economy.*