Higher Education policies in the wake of New Public Management altered university governance and reduced the role of the state, much public funding becoming contingent on performance. The organizational model for the entrepreneurial “multiversity” grants university leadership unprecedented degrees of strategic autonomy. A newly competitive environment for service delivery was expected to more efficiently use resources for mass higher education. After more than three decades, this on-going transformation continues to face a high degree of institutional resistance, in part because methods and outputs of higher education are notoriously difficult to standardize. Therefore, academic practices are often bound to the traditional organizational forms necessary for ascriptions of legitimacy. As a professional supplement to academic self-governance and state oversight, Higher Education management can draw lessons from these obstacles to organizational change for tackling forthcoming challenges of digital transformation.