Cross-organisational collaboration is not always easy, and the challenges are not unique to higher education institutions (HEIs). In large organisations, multiple organisational units, established procedures, and layers of accountability can make coordination difficult and slow down change (Hannan & Freeman 1984, 162–163). The good news is that these challenges can be understood and improved.
More than once, I have heard municipality representatives express frustration that organisations don’t know how to collaborate with HEIs. Moreover, Metropolia representatives themselves have expressed frustration with the complexity of HEIs’ internal systems. Fragmented internal processes are a recognised challenge in large public-sector organisations (Irani, Abril, Weerakkody, Omar & Sivarajah 2023, 5–6). However, rather than focusing on these well-known issues, I’ll focus on solutions in this article. More precisely, this article will explore how cross-sector collaboration can be made clearer and more practical. Clearer points of contact, shared ways of working, and stronger networks among higher education institutions, companies, and municipalities can make cross-sector collaboration easier to navigate, initiate, and sustain.
Turning collaboration challenges into solutions
The Engagement Readiness Monitor project, led by UIIN, found that many European higher education institutions face internal challenges that can hinder systematic engagement with external partners (Demir & Collins 2021, 20–21). As a large organisation like Metropolia, we face challenges, but we also have solutions. During the Summer Internship Programme 2026, we encountered similar problems to those described above. We were able to recognise employers’ problems quite quickly, for example, the employer needed support in identifying the skills an intern would need to successfully complete the project. At the same time, identifying the right person within Metropolia to help the employer define these skills proved challenging.
For me, these solutions started becoming visible after Metropolia launched the Summer Internship Programme with the cities of Helsinki, Vantaa, and Espoo (Metropolia 2026). The goal of the programme was to find internship opportunities for 15 international students and alumni while supporting SMEs in hiring international talent. The programme showed how these solutions often remain scattered across teams, departments, and platforms, and are not widely known.
Let’s go through a couple of practical examples of how these solutions become visible through the previously mentioned Summer Internship Programme.
Case A demonstrates how recruitment support can lead to practical collaboration
Company A first contacted the City of Vantaa, which then connected the company with Metropolia. At first, the request seemed straightforward: the company needed support with recruiting an international intern. However, during the discussions, it became clear that the company also needed access to suitable laboratory facilities for food testing.
This shifted the collaboration from a purely recruitment-related question to a broader practical support need. Instead of only helping the company find a suitable intern, Metropolia started internal discussions with its engineering laboratory staff to explore whether laboratory facilities could be made available to the company.
The case illustrates how cross-sector collaboration often develops in practice: one entry point can reveal connected needs, and solving them requires visible internal processes, clear contact points, and cooperation across organisational units.
Case B demonstrates the importance of cross-sector dialogue
A similar example can be seen in a case where Company B was looking for a student to help them build an application. The company’s understanding of the technical solution needed was limited. Although the request initially seemed to be a straightforward recruitment need, it quickly became clear that the company also needed help defining the role itself.
To support this, internal discussions were started with the ICT department to gain a better understanding of the client company’s underlying ICT needs. With their expertise, we were able to craft a tailored job advertisement that described the required skills. This helped us attract more suitable candidates for the position.
Practical collaboration reveals broader needs
The best way to get things done is to start doing them, and doing the work is often how we discover the problems that need solving. This became very evident in Case A. An initial need for recruitment help became a broader need for support with laboratory access. Similarly, the second company needed help defining its technical requirements. Both cases demonstrate the value of connecting companies with relevant expertise within Metropolia. Making these connections and solutions more visible can help us build clearer, repeatable pathways for collaboration with companies and municipalities in the future.
References
Demir, E. & Collins, M. H. 2021. The Engagement Readiness Investigation Report. Engagement Readiness Monitor Project. Accessed 18 September 2026.
Hannan, M. T. & Freeman, J. 1984. Structural Inertia and Organizational Change. American Sociological Review 49(2), 149–164.
Irani, Z., Abril, R. M., Weerakkody, V., Omar, A. & Sivarajah, U. 2023. The impact of legacy systems on digital transformation in European public administration: Lesson learned from a multi case analysis. Government Information Quarterly 40(1), 101784.
Metropolia. 2026. Summer Internship Program – Learn About the Programme and Prepare Your Application. JobTeaser. Accessed 29 October 2026.
Author
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Oscar Smart
Career Coach, Metropolia UASOscar Smart works as a career coach and business coordinator in the Learning Opportunities and Guidance Service Area Team.
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