The article addresses the issue of ensuring economic sustainability of Russian higher education institutions in the context of the transformation of the higher education system. In the spotlight are two key challenges: the intensifying competition from online educational platforms that are actively penetrating the segment of both primary and supplementary professional education, and the objective strengthening of state regulation - in particular, the introduction of quotas for fee-paying places in universities as mandated by regulatory acts coming into force in 2025. The author substantiates the potential of creative clusters as a tool for diversifying non-budgetary income streams and fostering competitive advantages for higher education institutions. The work analyses the theoretical foundations of cluster formation, relying on the seminal concepts of M. Porter, R. Florida, and D. Hesmondhalgh. It is demonstrated that the effectiveness of such clusters hinges on the synergy of three core components: the intellectual and cultural potential of the university, the proactive engagement of the student community, and the demands and needs of the regional economy. Particular attention is devoted to cluster management mechanisms, with a focus on the flexibility of managerial decisions within the agile approach, which enables institutions to swiftly adapt to shifts in the external environment. The study proves that creative clusters not only mitigate financial dependence on fee-paying enrolment but also enhance the educational process through the integration of project-based learning, the commercialisation of academic developments, and the cultivation of transversal (or meta-professional) competencies among graduates. In conclusion, the author proposes an innovative approach - the «living prototype» model-which entails a step-by-step validation of cluster initiatives: starting with the identification of the university’s internal resources and the formation of interdisciplinary teams, proceeding to the creation of minimum viable products (MVPs), and culminating in their scaling through strategic partnerships with business entities. This model is designed to minimise risks and expedite the translation of academic innovations into viable market solutions. The findings of the research can serve as a robust basis for developing strategic pathways for higher education institutions navigating the contours of the emerging educational landscape.
Ivanov et al. (Sat,) studied this question.
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