Higher education in the USA, for the most part, is an industry in which individual institutions pride themselves on their autonomy, often behaving as independent actors among a broader population of over 4200 institutions. Even within state systems, which the casual observer would assume enjoy deep coordination among constituent institutions, there is fierce independence and competition. Take, for example, the University of California (UC) system, which is composed of ten institutions (some widely known campuses include UCLA, UC Berkeley, UC San Diego, and UC San Francisco, for example). One might assume that, because each of these ten campuses belongs to the same state system, there exists considerable cooperation and coordination, even consensus, among the campuses. Yet all ten of these campuses are in regular competition with one another for resources, for the best and brightest faculty and students, and for influence both within the state and across the globe. Where degrees of cooperation and collaboration exist, they do so on the margins in the name of broadly defined system goals that allow all ten campuses to enjoy a set of minimum standards and expectations for policy, for the provision of basic administrative functions (for example, a common application system that the campuses with undergraduate populations use to gather and manage applications), or for overall systemwide priority and direction-setting. But, these ten institutions are, and will always remain, in competition with one another. This is just a cursory description of what happens in one state system. When considering colleges and universities that are truly independent of one another, that are not within the same state system, the competition among these campuses is even fiercer [1-3].