For leading digital transformation and change management to create long-term impact in higher education

General Director of Planning, Strategy, and Transformation at Universidad del Valle de Guatemala | Guatemala City, Guatemala

“Continuous learning is non-negotiable,” says Alejandra Briset Muralles Pineda, the general director of planning, strategy, and transformation at Universidad del Valle de Guatemala.

This philosophy not only guides her professional approach, but also inspires her passion for lifelong learning. She regularly enrolls in certification and specialized courses where she can build her knowledge base and, as she says, “broaden my toolkit and perspective.” Obtaining her Project Management Professional (PMP)^® certification in 2018 was “a pivotal moment,” one that solidified her commitment to project management best practices.

In her role at the university, Alejandra focuses on strategic execution, digital transformation, and institutional change management. The end goal, she explains, is “to lead comprehensive digital transformation initiatives that will revolutionize the educational experience and operational efficiency of the institution.”

The challenges of project management in higher education are complex. Although universities are increasingly adopting new and emerging digital tools and practices, guiding staff and faculty through these changes can be a struggle. “Academic institutions often have deeply ingrained traditions and processes,” Alejandra says, “so implementing new projects or changes can face significant resistance. There’s a need to maintain academic integrity and traditional values; finding this balance can be challenging, so strong change-management skills are required.”

Alejandra also navigates the unique seasonality of the academic calendar, which can complicate scheduled and decision-making “project timelines must often align with the academic year, which can create unique scheduling issues,” she says. In a context where decision-making is often slow, with multi-layered approval processes required before reaching consensus, the pace can be agonizing for a project manager who is passionate about driving innovation and value creation. The academic calendar also makes it difficult to measure success, she explains, because outcomes in education are often long term and not always quantifiable.

Additionally, universities must comply with various regulations and accreditation requirements, so any project manager working in higher education must ensure that projects are in compliance with governing bodies. These regulatory entities add to an already densely populated network of stakeholders, including administrators, faculty and staff, students, alumni, and donors.

Despite these challenges, Alejandra remains undeterred. “I believe that education is the most powerful weapon to change the world, which motivates me to persist in the face of these challenges and continue working toward positive transformation in the higher education sector.”

She aims to foster a culture of innovation not just within her university but across higher education in her country. “My long-term goal is to significantly contribute to developing skills and knowledge in Guatemala, using project management as a tool for educational and societal advancement.”