Analysis of the potential of client-centric management models in higher education institutions in the context of digital transformation

This article explores the possibilities of applying client-centric approaches to university management in the context of active digitalization. It analyzes how the reorientation of the university's strategy, processes, and organizational culture towards creating value for students, faculty, and partners can enhance the competitiveness of the educational institution, supported by digital technologies. Key advantages of this transformation are discussed, including increased student engagement, resource optimization, and strengthened reputation. Particular attention is given to the necessity of adapting the concept of client-centricity to the specificities of the academic environment, while maintaining a focus on long-term educational outcomes and avoiding the commodification of knowledge. The research identifies major barriers to implementation related to institutional inertia, cultural norms, and the risk of technological determinism. Conceptual foundations for the systematic introduction of client-centric models are proposed, where digital solutions act as catalysts for profound management changes. The results provide university leaders with a theoretical basis for developing transformation strategies.