The Future of Higher Education: Trends, Challenges and Opportunities in AI-Driven Lifelong Learning in Peru
Abstract
:1. Introduction
- To identify the key challenges that Peruvian universities must address in the coming years concerning the future of education.
- This analysis aligns with global educational trends while considering specific factors that could influence the strategic goals of universities in Peru.
- To present an analytical methodology that integrates conceptual analysis, natural language processing and quantitative techniques based on semantic projections, enabling a more in-depth approach to foresight for strategic planning.
2. Methodology
2.1. Participants
2.2. Data Collection
2.3. Data Analysis
2.4. Validation of Results
3. Results
- Education as a search for and development of talent: talent-availability; talent-development; talent-detection.
- Education based on the development of skills and abilities, which implies a paradigm shift towards practical approaches in teaching: skills-knowledge; skills-share; training-comprehensive; skills-engagement; share-reskilling; skills-training; skills-cognitive; skills-self
- Turn towards the knowledge-based economy and promoted through economic and social achievements: education-attainment; organizations-knowledge.
- Education and new technologies: Education-technologies; education-workforce; education-4.0.
- Adaptability and flexibility scenario: it is projected that, by 2030, 40% of programmes will use hybrid and flexible formats, allowing students to better manage their work and educational commitments.
- Integration of digital services scenario: by 2030, it is expected that the use of digital services and AI-based tools will increase by 50%, optimising the educational experience and improving administrative management.
- Ecosystem collaboration and networking scenario: a 30% increase in collaboration between educational institutions and actors in the productive sector is expected by 2030, promoting joint projects that enrich graduate education programmes.
- -
- Adaptability: Adaptability is essential for educational institutions wishing to adapt to new student demands. By 2030, 40% of programmes are expected to adopt a hybrid format, demonstrating the growing need for personalisation and flexibility in educational approaches.
- -
- Digital services: The adoption of digital services, including AI-based tools, is expected to grow by 50%, improving the efficiency and accessibility of educational programmes.
- -
- People and Culture: This group focuses on student empowerment and active participation. Gen Z, a demographic seeking more dynamic and personalised learning experiences, showed a preference for digital content in 65% of cases.
- -
- Ecosystems: Collaborative networks between educational institutions and the productive sector are essential for innovation. A 30% increase in inter-institutional agreements and joint projects is expected, which will enrich the PUCP’s educational offer.
- -
- Collaboration: Cooperation between the different actors in the education ecosystem will be key to innovation. This collaboration includes not only academic institutions, but also companies in the productive sector that can support the development of skills relevant to the labour market.
- -
- Work transformation: The work environment is being transformed by digitalisation and automation, which requires graduate education to provide advanced competencies in these areas. Students need to develop specific skills to navigate an increasingly automated labour market
4. Discussion
5. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Trend | E1 | E2 | E3 | E4 | E5 | E6 | E7 | E8 | E9 | E10 | E11 | E12 | E13 | E14 | E15… |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 3 | 5 | 4 | 5 | 3 | 5 | 3 | 5 | 4 | 5 | 3 | 5 | 4 | 5 | 4 |
2 | 3 | 5 | 5 | 5 | 5 | 5 | 3 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
3 | 3 | 5 | 4 | 5 | 3 | 5 | 3 | 5 | 4 | 5 | 3 | 5 | 4 | 5 | 4 |
4 | 4 | 5 | 4 | 4 | 5 | 4 | 4 | 5 | 4 | 4 | 5 | 4 | 4 | 4 | 4 |
5 | 3 | 5 | 4 | 5 | 5 | 3 | 3 | 5 | 4 | 5 | 5 | 3 | 4 | 5 | 4 |
6 | 4 | 5 | 4 | 4 | 5 | 3 | 4 | 5 | 4 | 4 | 5 | 3 | 4 | 4 | 4 |
7 | 4 | 5 | 5 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
8 | 4 | 5 | 5 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
9 | 4 | 5 | 5 | 5 | 4 | 5 | 4 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 5 |
10 | 4 | 5 | 5 | 5 | 4 | 5 | 4 | 5 | 5 | 5 | 3 | 5 | 5 | 5 | 5 |
11 | 4 | 5 | 4 | 5 | 5 | 5 | 4 | 5 | 4 | 5 | 4 | 5 | 4 | 5 | 4 |
12 | 4 | 5 | 3 | 4 | 5 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 3 | 4 | 3 |
13 | 3 | 5 | 4 | 5 | 4 | 4 | 3 | 5 | 4 | 5 | 4 | 4 | 4 | 5 | 4 |
14 | 4 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 4 |
15 | 4 | 5 | 5 | 5 | 4 | 5 | 4 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 5 |
16 | 4 | 5 | 4 | 5 | 3 | 5 | 4 | 5 | 4 | 5 | 4 | 5 | 4 | 5 | 4 |
17 | 3 | 4 | 4 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 5 | 5 | 4 | 5 | 4 |
18 | 3 | 4 | 4 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 4 | 5 | 4 | 5 | 4 |
19 | 3 | 5 | 5 | 5 | 5 | 5 | 3 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 5 |
20 | 3 | 5 | 5 | 5 | 4 | 5 | 3 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 5 |
21 | 3 | 4 | 4 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 4 | 5 | 4 | 5 | 4 |
22 | 3 | 5 | 4 | 4 | 4 | 5 | 3 | 5 | 4 | 4 | 4 | 5 | 4 | 4 | 4 |
23 | 3 | 5 | 5 | 5 | 4 | 5 | 3 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 4 |
24 | 3 | 5 | 5 | 5 | 4 | 5 | 3 | 5 | 5 | 5 | 3 | 5 | 5 | 5 | 4 |
25 | 3 | 5 | 5 | 5 | 4 | 5 | 3 | 5 | 5 | 5 | 4 | 5 | 5 | 5 | 4 |
26 | 3 | 4 | 4 | 5 | 4 | 5 | 3 | 4 | 4 | 5 | 4 | 5 | 4 | 5 | 4 |
27 | 3 | 4 | 5 | 4 | 4 | 5 | 4 | 4 | 5 | 4 | 4 | 5 | 5 | 4 | 4 |
28 | 3 | 4 | 5 | 5 | 5 | 5 | 3 | 4 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
29 | 3 | 4 | 5 | 5 | 5 | 5 | 3 | 4 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
30 | 4 | 4 | 4 | 5 | 4 | 5 | 4 | 4 | 4 | 5 | 4 | 5 | 4 | 5 | 4 |
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1. Customisation | 11. Staying in education longer | 21. Business mash-ups |
2. Personalisation | 12. Direct democracy | 22. Labor shortages |
3. Individualisation | 13. Population Aging | 23. Hyperconnectivity |
4. Empowerment | 14. Gen Z Rising | 24. Greater Interconnectedness |
5. Multiculturalism | 15. Customised learning | 25. Applied Adaptive AI |
6. Beyond Globalisation | 16. Rising levels of education | 26. Synthetic media |
7. Digital Culture | 17. Changing Business Volatility | 27. AI risks for business |
8. Digital Natives | 18. Service Economy | 28. Intelligent environments |
9. New ways of Working | 19. Knowledge-based economy | 29. Technology Convergence |
10. Reimagine work | 20. Innovation as a key driver | 30. Digital Self-actualisation |
Continuing Education | 0.6 | Labour innovation | 0.45 | Personalisation | 0.35 | Global education | 0.2 |
Personal growth | 0.55 | Digital services | 0.42 | Digital culture | 0.35 | Citizen participation | 0.18 |
Service Economy | 0.55 | Artificial Intelligent | 0.4 | Virtual Media | 0.35 | Artificial Intelligence | 0.15 |
Knowledge Economy | 0.5 | Education Industry | 0.35 | Personalised Services | 0.2 | AI-Generated Content | 0.15 |
Transformation | 0.5 | AI Risk Management | 0.35 | Online Self-Realisation | 0.2 | Gen Z | 0.12 |
Terms | Count | Terms | Count | Terms | Count | Terms | Count |
---|---|---|---|---|---|---|---|
global | 1276 | jobs | 485 | abilities | 362 | transformation | 258 |
skills | 1193 | higher | 482 | years | 351 | retention | 257 |
share | 1155 | skill | 465 | key | 351 | machine | 255 |
education | 1136 | outlook | 453 | upskilling | 337 | service | 252 |
learning | 1063 | reskilling | 448 | economic | 327 | hiring | 246 |
surveyed | 1009 | growth | 446 | roles | 323 | comprehensive | 239 |
organizations | 959 | effect | 441 | services | 320 | experience | 229 |
talent | 912 | workers | 436 | world | 319 | student | 225 |
job | 903 | digital | 432 | dei | 318 | potential | 220 |
training | 850 | technology | 430 | teaching | 311 | inclusion | 219 |
net | 731 | labour | 408 | average | 306 | source | 217 |
business | 620 | students | 399 | environmental | 302 | ordered | 214 |
data | 611 | social | 393 | managers | 301 | hours | 213 |
companies | 584 | workforce | 386 | churn | 299 | consumers | 212 |
impact | 562 | thinking | 386 | availability | 299 | online | 210 |
industry | 522 | ai | 376 | new | 291 | displacer | 207 |
improve | 510 | expected | 374 | economy | 286 | creative | 207 |
future | 502 | management | 371 | institutions | 281 | components | 206 |
development | 487 | report | 362 | percent | 275 | analytical | 205 |
technologies | 485 | abilities | 362 | change | 272 | lifelong | 199 |
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Lara-Navarra, P.; Ferrer-Sapena, A.; Ismodes-Cascón, E.; Fosca-Pastor, C.; Sánchez-Pérez, E.A. The Future of Higher Education: Trends, Challenges and Opportunities in AI-Driven Lifelong Learning in Peru. Information 2025, 16, 224. https://doi.org/10.3390/info16030224
Lara-Navarra P, Ferrer-Sapena A, Ismodes-Cascón E, Fosca-Pastor C, Sánchez-Pérez EA. The Future of Higher Education: Trends, Challenges and Opportunities in AI-Driven Lifelong Learning in Peru. Information. 2025; 16(3):224. https://doi.org/10.3390/info16030224
Chicago/Turabian StyleLara-Navarra, Pablo, Antonia Ferrer-Sapena, Eduardo Ismodes-Cascón, Carlos Fosca-Pastor, and Enrique A. Sánchez-Pérez. 2025. "The Future of Higher Education: Trends, Challenges and Opportunities in AI-Driven Lifelong Learning in Peru" Information 16, no. 3: 224. https://doi.org/10.3390/info16030224
APA StyleLara-Navarra, P., Ferrer-Sapena, A., Ismodes-Cascón, E., Fosca-Pastor, C., & Sánchez-Pérez, E. A. (2025). The Future of Higher Education: Trends, Challenges and Opportunities in AI-Driven Lifelong Learning in Peru. Information, 16(3), 224. https://doi.org/10.3390/info16030224