4 Key Takeaways from the University of Iceland at Convergence on Staying Relevant as a CE Provider

Our number one takeaway from Iceland’s CE unit was their agile business model. In today’s world, modern CE units must respond quickly to emerging needs. Being agile allows institutions to stay ahead of trends while minimizing wasted effort. But what does agility really mean for a CE unit?

As a self-funded department competing with other CE units and private CE providers, the CE department at the University of Iceland focuses on “making courses relevant, sustainable, and future-oriented.” They pride themselves on being flexible and responsive, adapting to changes in both professional and societal needs.

One of the clearest signs of their agility is their speed to market. From concept to launch, their typical goal is about eight weeks, but they often move much faster when the situation calls for it. In fact, they have successfully launched new offerings in as little as two weeks, and, in urgent cases, even within a single day.

A key example of this agility comes from a few years ago, when Iceland experienced earthquakes and the potential for a volcanic eruption near its capital. In just two days, Iceland CE planned and created a course with local experts to explain what was happening.

Another key to Iceland CE’s agile strategy is producing courses ahead of demand. Rather than waiting for the perfect timing with the perfect topics, they create any courses they think will succeed, embracing the reality that only 70% will reach registration targets.

To minimize the risks associated with this ambitious strategy, Iceland CE uses advertising to gauge interest in its potential offerings. Courses are promoted through their 16,000+ subscriber newsletter, focusing resources where demand is the highest.

Have you tried this strategy before? If yes, did it work? If no, why not?

Our second key takeaway from Iceland CE is the power of industry partnerships. Staying relevant as a CE unit requires more than great course content: it takes continuous collaboration with local companies and unions to ensure programs meet real workforce needs. Strong partnerships help make programs more sustainable, relevant, and impactful, fitting in perfectly with Iceland CE’s agile approach.

To stay ahead of trends, Iceland CE works closely with local unions and organizations to identify the skills most in demand and design courses around those insights. This collaboration ensures their offerings reflect the realities of the job market and helps learners gain the credentials employers actually value.

For example, Iceland CE mentioned that they have seen demand from partners and local companies for AI-related courses, showing how industry input drives timely and practical course design. Due to its popularity and high demand, Iceland CE is creating a sequel to its “AI in the workplace” course. As Elva explained, “employers want to know how they can utilize AI in their business.” Ultimately, partnerships are not just nice to have. They are essential to keeping CE programs aligned with real-world demand.

Another interesting strategy by Iceland CE is their use of experts, specialists, and even local celebrities as instructors for their courses. By inviting respected leaders and public figures to teach, they add credibility and visibility to their courses while deepening the learning experience for learners.

A prime example of this is the national leaders, including the Prime Minister and former President of Iceland, to lead certain programs this semester. Because of their strong connections, they can also hold courses with renowned specialists, such as for the geological earthquake course mentioned in the first takeaway.

Involving high-profile or well-known individuals attracts strong interest, inspires trust, and helps connect academic learning with real-world experience. When learners hear directly from people who have shaped national policy or led organizations through change, the content feels immediate, practical, and deeply relevant.

For CE providers, this is a powerful reminder that who teaches can be just as important as what is taught. Bringing in recognized experts, whether from government, academia, or industry, helps ensure that courses stay connected to real-world challenges and opportunities.

To round out our takeaways, Iceland CE’s approach to team engagement and alignment stood out as a key ingredient in their continued success. While it may not seem directly tied to staying relevant in the CE industry, their ability to bring the entire team together around shared goals is one of the reasons they continue to adapt and thrive.

During their session, Iceland CE spoke about their journey implementing Eduframe as part of their modernization project. Integrating new software is rarely easy and often creates friction or fatigue among teams. Yet Iceland CE not only kept their staff aligned but managed the process with enthusiasm and collaboration.

Project leaders Iris and Elva set the tone by carving out dedicated time for transformation. They held weekly team meetings, opened a group Q&A chat, and ran collaborative workshops to share insights and gather real-time feedback. For a team of 15 people, achieving this level of coordination and communication is remarkable.

They also prioritized making the process enjoyable, which is something many teams may underestimate the importance of during major projects. During the grueling manual data entry stage, they kept spirits high by bringing in sweets and treats. When the team went live with Eduframe, they celebrated with a party, complete with custom t-shirts and prosecco.

By keeping their team informed, connected, and motivated, Iceland CE turned what could have been a purely stressful project into a shared achievement. It’s a great reminder that relevance isn’t only about innovation and technology — it’s even more so about people. A well-aligned, engaged team is the foundation that allows any CE unit to evolve successfully.