A Global Strategy for MIT

Building meaningful global engagement

MIT is uniquely positioned to advance the frontiers of science and technology. Our students and faculty make significant contributions to solving the world’s most challenging problems. And the Institute is committed to educating future leaders who will work creatively, cooperatively, and effectively for the betterment of humankind.

Our international strategy is designed to develop and support specific initiatives that will expand and strengthen MIT’s global engagement.

Key elements of our strategy

Build new regional partnerships

Partnerships are at the foundation of MIT’s international initiatives. To strengthen existing partnerships and facilitate new ones, we have established faculty working groups, each with a different regional focus. And we’re convening periodic regional summits in China, Africa, and Latin America. 

Expand undergraduate access to global experiences

Experiential learning is an MIT hallmark, and the Institute is committed to providing impactful international opportunities to every undergraduate who wants one. MIT’s global classroom model, which facilitates study, work and research abroad, gives more students opportunities to engage peers and faculty around the world in hands-on, practical problem solving.

Strengthen governance, operations, and capacity building

Ensuring the necessary resources to administer and support MIT’s international objectives is crucial. This includes establishing governance practices, communications plans, and streamlining our approach in order to sustain a growing number of international partnerships. 

Core principles of international engagement

  1. International engagement is essential to MIT’s mission of serving the nation and the world.
  2. MIT’s global activities must comply with U.S. laws and serve the best interest of the nation.
  3. Faculty, students, and staff working internationally should embody the core values of the Institute and its work.
  4. International ventures succeed when they are led by faculty members with relevant academic interests and administrators with deep operational expertise.
  5. International collaborations are a chance for all partners to share knowledge and learn from one another.
  6. Projects and partnerships should regularly be reviewed to ensure that they continue to benefit both MIT and its partners.
  7. While the safety of our community is paramount and risk management is essential, a risk-averse approach to international engagement is incompatible with MIT’s global obligations and aspirations.
  8. International partnerships should focus on the most challenging problems and strategically allocate resources and identify partners who can help the Institute maximize its impact.