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The knowledge sector of the economy, which includes journalism, book and magazine publishing, and the cultural sector—encompassing music, museums, dance, opera, symphony orchestras and theater—has undergone profound disruptions over the past two decades. Rapid shifts in consumer preferences, driven by digitization and the rise of on-demand platforms, coupled with intense economic pressures, have forced these industries to adopt new financial models to remain viable, relevant and sustainable. 

In the media and publishing worlds, traditional revenue streams, such as print advertising and physical book, newspaper and magazine sales, have declined sharply, pushing companies to explore digital subscriptions, ebooks and new distribution platforms. Similarly, in the cultural sector organizations have turned to digital content, streaming performances and hybrid models of engagement to reach broader audiences and generate income.

These adaptations, though challenging, have helped many of these industries survive in a new, digitally dominated economy. At the same time, they offer valuable lessons and warnings for higher education, which faces similar upheavals.

Colleges and universities now face a similar confluence of economic pressures, technological disruption and shifting consumer—student—expectations. Like journalism and the arts, higher education must reconsider its traditional models of delivery, find new revenue streams and demonstrate value in a rapidly changing world. The upheavals in these sectors serve as both a warning and a guide: Without embracing innovation, exploring new financial frameworks and remaining attuned to changing demands, higher education institutions will struggle to remain relevant and sustainable in the 21st century.

Disruptions in the Knowledge Sector

In journalism, the shift from print to digital media has fundamentally transformed how news is produced, consumed and financed. The rise of online news and social media and the democratization of content creation has eroded traditional revenue models based on advertising and subscriptions. This has led to the decline of print newspapers, widespread layoffs in newsrooms and media company consolidation. News consumption has become fragmented, with readers often turning to free, nontraditional sources, further diminishing the authority of legacy media outlets.

Similarly, the book publishing industry has been disrupted by the growth of ebooks, audiobooks and digital self-publishing platforms, coupled with an overall decline in readership. Major publishers face competition from digital content and the shrinking number of physical bookstores. Independent authors can now bypass traditional publishers, directly reaching a global audience, but this has led to market saturation and new challenges around quality, visibility and financial viability, diminishing the traditional role of gatekeepers in the industry.

The magazine industry has also faced significant disruptions, driven by the rise of digital media, changing consumer habits and a steep decline in advertising revenue as digital platforms dominate the market. Legacy magazines like Time and Newsweek have faced financial struggles as they attempt to reinvent themselves for a digital audience. Many have adopted digital-only models, relying on philanthropic donations and offering premium content for paying subscribers. Meanwhile, independent and niche magazines targeting specific audiences have risen in prominence, even as many have closed.

Social media platforms and content aggregators have further disrupted magazine consumption, with readers accessing articles through Twitter, Instagram and Flipboard rather than visiting magazine websites or subscribing to print editions. This shift has weakened brand loyalty and challenged magazines to maintain a distinct editorial voice.

Economic pressures have also driven consolidation in the magazine industry, with companies merging to cut costs and achieve economies of scale. For instance, Meredith Corporation’s acquisition of Time Inc. in 2018 led to the sale or shutdown of several iconic magazines, reflecting the broader trend of consolidation as a survival strategy in a rapidly changing media landscape.

Disruptions in the Cultural Sector

The cultural sector—including music, museums and the performing arts—has also faced significant disruptions in recent years. In the music industry, the shift from physical album sales to digital streaming platforms like Spotify and Apple Music has drastically undercut traditional revenue streams for artists and record labels. While streaming has made music more accessible, it has severely reduced profitability for most musicians, especially those outside the top tier of performers.

Similarly, theaters, dance companies, symphony orchestras and opera houses are struggling to maintain audiences and secure funding as consumer preferences shift away from season subscriptions toward digital platforms and more fragmented, personalized media consumption.

Museums, long dependent on in-person visits, have also had to rethink their role in the digital age, especially following the COVID-19 pandemic. Virtual exhibitions, digital archives and online programming have expanded access to cultural resources, but they have also disrupted traditional business models based on physical attendance, membership fees and donations. As museums and performance venues increasingly turn to digital outreach, they face the challenge of preserving the authenticity and emotional impact of in-person experiences while ensuring financial sustainability.

Disruption in Health Care

The health-care industry has also experienced major disruptions, largely driven by financial pressures from government and employers and growing demands for accountability and cost-effectiveness. Consolidation has become widespread, with hospitals and health-care providers merging to streamline operations, achieve economies of scale and reduce costs. Health-care delivery has increasingly moved away from traditional inpatient settings toward outpatient services, telemedicine and digital health platforms, expanding access to care while reducing expenses.

Business models have shifted from the fee-for-service approach to value-based care, where providers are incentivized based on patient outcomes, quality of care and cost efficiency rather than the volume of services. In response to physician shortages and the need to control costs, the industry has also expanded its reliance on nurse practitioners and physician assistants, allowing these professionals to take on greater responsibilities in patient care.

Together, these changes underscore the health-care sector’s focus on improving efficiency, enhancing patient outcomes and adapting to a more cost-conscious, outcome-driven landscape.

Implications for Higher Education

The disruptions in the knowledge, cultural and health-care sectors offer important lessons for higher education, which faces its own challenges in adapting to economic realities, technological advances and shifting consumer expectations.

Just as journalism and publishing have been reshaped by digital platforms, higher education is being transformed by online learning, challenging traditional face-to-face models with uncertain consequences for quality and learning outcomes.

The rise of early-college/dual-degree programs and expanded AP offerings allows students to fulfill general education requirements before attending college. While this approach helps students complete degrees faster and more affordably, it also reduces universities’ control over the quality of foundational courses and lowers the amount of tuition revenue that universities use to subsidize smaller, advanced classes.

Similarly, as consumers of media and culture now demand personalized, on-demand experiences, students increasingly seek flexible, tailored educational options that fit their schedules and career goals. This shift requires higher education institutions to rethink their delivery models, offering more hybrid and part-time programs, stackable credentials, and, often, higher grades, fewer quizzes and exams, and reduced reading and writing requirements.

Just as the authority of legacy media has been eroded by the rise of alternative news sources and social media, the traditional monopoly of universities over knowledge production is being challenged by alternative learning platforms, nondegree programs and digital certificates. Universities can no longer assume their degrees hold automatic authority in the job market; they must differentiate their offerings from a growing range of competitors.

Financial pressures have led to consolidation, closures and downsizing in the health care, cultural and knowledge sectors. Higher education, especially smaller and regional institutions, faces similar challenges due to declining enrollment, rising costs and increasing skepticism about the value of a college degree. To survive, many institutions will need to diversify their revenue streams, engage in partnerships with industry and, in some cases, consider mergers or consolidation.

Cultural institutions have extended their reach through virtual exhibitions and online performances and higher education must similarly tap into new audiences, including college dropouts, lifelong learners, international students and those seeking to upskill or retool. Campuses need to rethink recruitment strategies, programming and delivery to reach these groups effectively.

Like journalism and publishing, which now rely on engagement metrics such as page views and subscriptions, higher education is increasingly pressured to demonstrate its value through measurable outcomes. Institutions must show how their programs lead to job placement, career advancement and personal growth—metrics that will likely become central to how universities are evaluated by students, employers and accrediting bodies.

The rise of podcasts, YouTube channels and other digital media has shown that content delivery can be dynamic and diverse. Universities might explore new methods of engaging students, such as immersive technologies (VR/AR), gamified learning and microlearning formats that break education into smaller, more digestible units.

The disruptions in the knowledge and cultural sectors offer both a warning and a road map for higher education. Just as these industries have adapted to a digital-first, on-demand world, universities must rethink their business models, embrace innovative delivery methods and demonstrate their value in new ways. The future of higher education will likely involve blending traditional academic rigor with the flexibility, accessibility and personalized experiences that today’s students—and employers—demand. Institutions that adapt to these changes will thrive, while those that cling to outdated models risk being left behind in the rapidly evolving educational landscape.


Several important lessons emerge from the disruptions in the health-care, media and cultural sectors, all of which face similar challenges: rising costs, questions of accessibility and concerns about long-term institutional sustainability.

First, each sector must confront the reality of excessive capacity. Many smaller entities—whether hospitals, newspapers, magazines, museums, performing arts companies or colleges—will not survive in their current form. To remain sustainable, relevant and provide high-quality services, they must adapt to mounting financial and operational pressures.

Second, just as the media, culture and health-care industries have been forced to recognize the limitations of their traditional models, higher education must respond to growing public concerns about its cost-effectiveness and outcomes. The current model of high tuition and uncertain postgraduation results is increasingly under scrutiny.

Third, institutions must lead the charge in driving change, rather than waiting for external forces to dictate their future. Proactive engagement in restructuring, innovation and reform is critical. Colleges and universities should be at the forefront of rethinking their delivery models, curricula and value propositions.

Fourth, higher education needs to more clearly demonstrate its broader societal value. Beyond simple metrics like degrees awarded, institutions must show their impact on local and regional economic development, as well as the civic, intellectual and personal growth they foster in students. This means emphasizing both quantitative outcomes, like job placement, and qualitative contributions to society.

Fifth, the sector must prepare for inevitable financial, operational and organizational transformations. Higher education cannot afford complacency or reactive decision-making. Institutions need to embrace the difficult changes required to ensure their future viability in a rapidly evolving landscape.

In short, higher education, like other disrupted sectors, must evolve. Reinvention is key to thriving in a world where old models no longer work, and the institutions that embrace change will be the ones that succeed in the long term.


Change inevitably involves trade-offs, and for colleges and universities, successful adaptation requires navigating difficult strategic decisions. Institutions like Arizona State University, Northeastern and Vanderbilt, for example, are establishing branch campuses or satellite learning centers to tap into different markets, attract nontraditional students and enhance their geographical footprint. However, such expansions come with financial risks, increased operational complexity and the challenge of maintaining academic quality and institutional cohesion across multiple locations.

Many universities have also expanded their online offerings, particularly in the realm of master’s degrees. Institutions like Georgia Tech have pioneered affordable, high-profile online programs in high-demand fields such as computer science, attracting large numbers of students globally. This strategy not only opens up new revenue streams but also increases institutional visibility. Yet, this push toward online education comes with trade-offs, including questions about the quality of online learning, student engagement, learning outcomes and the dilution of the traditional on-campus experience. In addition, the online learning market is becoming increasingly saturated.

At the same time, many universities are focused on raising their research profiles and climbing the college rankings. This often involves significant investment in faculty recruitment, new research centers and graduate programs. While elevating an institution’s prestige can help attract top students, faculty and funding, it can also come at the cost of neglecting undergraduate education or inflating tuition and fees to cover these high-cost endeavors.

Another strategy is the enhancement of campus amenities—upgraded dormitories, state-of-the-art recreational centers, higher-quality dining options and expanded sports programs. By investing in these areas, institutions aim to improve student satisfaction and compete for prospective students who prioritize campus lifestyle in their decision-making process. However, these investments can exacerbate the already high costs of higher education, driving up tuition without directly improving academic outcomes.

A few institutions have taken a different approach by emphasizing their distinctive identity. Institutions like Paul Quinn, St. Johns College and the University of Austin have leaned into their unconventional, liberal arts–focused models, appealing to students seeking an alternative to mainstream higher education. While this approach can foster a strong sense of community and attract a niche audience, it also limits the pool of potential students, leaving such institutions vulnerable in a highly competitive market.

Colleges and universities exist in a marketplace that is highly competitive and shaped by factors that they can only partially control. Demographic trends, location, shifting student preferences, economic conditions and public perceptions of higher education all influence enrollment and financial stability. While institutions can differentiate themselves through strategic choices—whether expanding campuses, enhancing amenities or offering innovative online programs—success also depends on external forces, such as regional labor market demands, state funding and competition from other institutions.

In this complex landscape, campuses must carefully weigh their options, understanding that every decision involves trade-offs and success hinges on making the right strategic choices to stay relevant, financially sustainable and academically strong.


Too often, faculty remain on the sidelines, critiquing strategic decisions without actively contributing solutions or initiating change. This kind of passivity needs to end. Faculty, particularly in the humanities, should play a more proactive role in shaping the direction of their institutions. Instead of merely reacting to external pressures, humanists have the opportunity to demonstrate the relevance and value of their disciplines by aligning their offerings with the evolving needs of students and society.

One way to do this is by creating synergistic courses that connect with pre-professional majors. For example, humanities courses could explore the ethical dimensions of technology for computer science students or offer insights into communication and cultural competency for business and health-care majors. By building bridges between the humanities and pre-professional fields, faculty can show how these disciplines provide critical thinking, ethical reasoning and a deeper understanding of human behavior—skills that are essential in any profession.

Another strategy is to offer more big-picture courses that address both timely and enduring issues. Interdisciplinary classes that focus on current global challenges—such as climate change, inequality and migration—can appeal to students who want to understand the world beyond their major. Similarly, courses that deal with enduring human experiences, such as grief, love, identity or justice, can provide students with frameworks for navigating the complexities of life, while also reinforcing the timeless relevance of the humanities.

By creating interdisciplinary courses that tackle these topics, faculty can engage students from a range of disciplines, attract larger enrollments and demonstrate the broad applicability of humanistic inquiry. At the same time, these offerings enrich the intellectual landscape of the university, giving students opportunities to grapple with important issues that transcend individual majors or career paths.

To ensure the future of the humanities, faculty need to actively participate in these kinds of innovations, showing leadership and creativity rather than remaining critics on the sidelines. Embracing such changes can help make the humanities indispensable in a rapidly changing academic environment.


In the face of disruptive forces similar to those that have transformed health care, media and the music industry, higher education must embrace innovation, adapt its delivery models and rethink its value proposition if it hopes to thrive. Just as these industries have navigated digital transformation and shifting consumer expectations, colleges and universities can learn from their strategies—by diversifying revenue streams, embracing new technology and focusing on outcomes-based education to stay relevant and sustainable.

The upheavals in these sectors offer a road map for higher education: To remain viable, institutions must innovate, adopt flexible delivery methods and demonstrate their value beyond traditional models of instruction. As health care, media and music have responded to digital disruption by prioritizing adaptability, customer engagement and technological integration, higher education must do the same, ensuring that it evolves in a digital-first, on-demand world.

The lessons are clear: Innovation, diversification and the strategic use of technology will be essential to thriving in the 21st-century educational landscape. By following the blueprint laid out by other industries, higher education can navigate the pressures it faces and emerge stronger, more agile and better equipped to meet the needs of a changing society.

Adapt, innovate and thrive. Or, conversely, stay rigid, resist change, remain static, cling to the past, fall behind, risk obsolescence and watch opportunities slip away.

Steven Mintz is professor of history at the University of Texas at Austin and the author, most recently, of The Learning-Centered University: Making College a More Developmental, Transformational and Equitable Experience.