Hence, the cataclysmic higher ed megatrend – too few students at the upstream (K-12) for too many downstream higher ed slots – now burdening the preponderance of colleges and universities. What we could not foresee is the demographic tsunami and enrollment hypermeltdown with too many colleges and too few students. In the seminal work Merging Colleges for Mutual Growth a (Johns Hopkins University Press, 2000) we intuited the ‘merger mania’ in higher learning 25 years ahead of our time. This trend has been long predicted, although it took a massive pandemic to push it towards reality. From the consolidation efforts at PASSHE to the mergers of Willamette-Pacific Northwest College of Art, Sierra Nevada-University of Nevada at Reno, Delaware State University-Wesley College, Saint Joseph’s University-the University of the Sciences, Pine Manor-Boston College, and many others, it has been an active merger and acquisition scene in the industry. As would be predicted by a landscape characterized by declining enrollment, negative demographics, excess capacity, and increasing fiscal pressures, all exacerbated by a pandemic of historic proportions, there has been much in higher education news regarding institutional mergers.
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