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Building STRATEGIC PLAN
for a Educational Institution
Dr. A. H. Sequeira
Professor
Dept. Humanities, Social Sciences & Management
National Institute of Technology Karnataka
Surathkal,
Mangalore – 575 025
email: [email protected]
2/16/2015 Prof. A. H . Sequeira 1
The Koran says…
“If you don‟t know where
you are going, any road will
take you there”
2/16/2015 Prof. A. H . Sequeira 2
Ancient Chinese Proverb says…
“Unless we change our
direction we are likely to end
up where we are headed”
2/16/2015 Prof. A. H . Sequeira 3
What if ………
Funding to the Institution is doubled in next 5 years
If Annual budget is reduced by 15% during current year
Forecast of 25 % increase in demand for certain professionals
MOU is to be signed with 5 different foreign universities.
Research Centre granted by UGC
Atleast 5 New UG and PG programs to be launched in next 3 years
2/16/2015 Prof. A. H . Sequeira 4
Start Thinking
What would your university/institution look if you were starting today with a clean slate and keeping in view the following factors:
Students
Faculty and staff
Activities
Funds
Infrastructure
Technology
Govt. regulations
Companies
2/16/2015 Prof. A. H . Sequeira 5
WHAT ARE THE EMERGING
CHALLENGES
The 21st century has posed new and
greater challenges to universities/colleges.
Liberalization, Privatization and
Globalization(LPG) has changed the
organizational environment both internal
and external.
2/16/2015 Prof. A. H . Sequeira 6
EMERGING CHALLENGES (cont..)
Interests and responsibilities of the stakeholders
in the internal environment have undergone
significant changes.
Needs and expectations of customers,
competitors, suppliers and regulatory agencies
in the external environment have also changed.
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EMERGING CHALLENGES (cont..)
Both internal and external environment -dynamic and complex in nature- cause uncertainty in the organizational environment.
Organizations need to cope with the scarce resources-physical, financial, human and information.
Crafting and executing strategic plan helps to pro-actively face the challenges of uncertainty due to changes in organizational environment and thereby resulting in a winning situation to all stakeholders.
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Key issues in Strategic Thinking
Stakeholders
Environment
Resources
Technology
Intellectual capital
Space in which university/college would have to function is based on customer needs and stakeholders expectations.
2/16/2015 Prof. A. H . Sequeira 9
FAQs
1. What is Strategy?
2. What is Strategic Management?
3. Why Strategic Intent?
4. Who reads vision and mission
statements?
5. How do we benefit from vision and
mission?
2/16/2015 Prof. A. H . Sequeira 10
FAQs (cont..)
6. Who should write the vision and
mission?
7. Why this exercise now?
8. How long is it going to take to frame
vision and mission?
9. Is this exercise relevant to your
university /college ?
2/16/2015 Prof. A. H . Sequeira 11
What is Strategy
Strategy is understanding - what you do, what you want
to become, and most importantly focusing on how you plan to get there.
Strategy is a plan that aims to give the organization a competitive advantage over rivals through differentiation.
A sound strategy, skillfully implemented, identifies the goals and direction that managers and employees at every level need in order to define their work and make their organisation successful.
2/16/2015 Prof. A. H . Sequeira 12
Need for Strategy
An organization without a clear strategy, in contrast is
rudderless.
It moves about, dashing of in one direction after another as opportunities present themselves, but never achieving a great deal.
Indeed, good strategy and good strategy execution are the most trust worthy signs of good management.
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Process of Strategic Management
Strategic Management is a comprehensive and on-going management process focused on achieving the long term goals and objectives of the organization.
Strategic Management consists of analyses, decisions and actions an organization undertakes in order to create and sustain competitive advantage.
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Strategic Management Today
Today, strategic management has moved
beyond for-profit business organizations
to include governmental agencies,
hospitals and other non-profit
organizations.
2/16/2015 Prof. A. H . Sequeira 15
Process of Strategic Management
Strategic Management consists of four step
process:
1. Strategic Intent
2. Strategy Formulation
3. Strategic Implementation
4. Strategic Evaluation
2/16/2015 Prof. A. H . Sequeira 16
Strategic Intent
Strategic intent is purposes the organization strives for.
These may be expressed in terms of hierarchy of Strategic intent.
Broadly stated for corporate organisation as:
Vision Statement
Mission Statement
Expressed in precise terms and operational as:
Goals
Objectives
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VisionvVvv
i Internal Environment
Vision & Mission
Internal Environment Analysis
External Environment Analysis
Institutional goals and objectives
Strategies and Policies
Implementation
Evaluation and control
Departmental Goals and objectives
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Vision
Vision is highest in hierarchy of strategic
intent.
It is aspiration of organization or person to become.
A vision is more dreamt of than it is articulated.
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Vision (cont..)
This is the reason why it is difficult to say what
vision an organization has.
By its nature it could be hazy and vague as dream that one experienced that previous night and is not able to recall perfectly in broad day light.
Yet it is a powerful motivator to action.
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Benefits of having a Vision
The benefits of having a good vision are:
Inspiring and exhilarating.
Help in creation of common identity and a
shared sense of purpose.
Competitive, original and unique.
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Components of vision
A well-conceived vision consists of two
major components
Core-ideology
Envisioned future
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1. Core ideology
o Core values
o Core purpose
2.Envisioned
Future
o 10 to 30 – years Big, Audacious Goals
o Vivid description
Articulating a Vision 2/16/2015 Prof. A. H . Sequeira 23
Core ideology defines
- what we stand for
- why we exist.
It defines enduring character of the organization that remains unchangeable as it passes through up and down such as changes in technology, competition or management fads.
Envisioned future is
- what we aspire to become
- to achieve
- to create
progress to attain some thing that will require significant change
1. CORE IDEOLOGY
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Core Values
Core values are the essential and enduring tenets of an organization.
A small set of timeless guiding principles, core values require no external justification; they have intrinsic value and importance to those inside the organization.
Organizations tend to have only a few core values, usually between three and seven.
e.g.: Excellence, Integrity, Quality, Respect, Ethics, etc.
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Core Purpose
Core purpose is the organization‟s reason
„for being‟/ „purpose of existence‟.
An effective purpose reflects people‟s idealistic motivations for doing the organization‟s work.
Purpose should last for a long period (at least 100 years)
Should not be confused with goals (which may change many times in 100 years).
It is like a guiding star on the horizon-forever pursued but never reached.
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2 Envisioned Future
Envisioned Future consists of two parts: - 10 to 30 year audacious goals - Vivid descriptions of what it will be like to achieve the
goal. Visionary organizations often use bold visions,
commonly called as BAGs (Big, Audacious, Goals). We must translate the vision from words to picture with
a vivid description of what it will be like to achieve your goal.
Passion, emotion and conviction are essential parts of the vivid description.
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Mission
Mission is the second level of strategic
intent.
While essence of vision is a forward what an organisation wishes to become,
mission is what an organisation is and why it exists.
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Mission
Peter Drucker posses the following questions related to business: ◦What is our business? ◦What will it be? ◦What should it be?
3 questions, though simply worded, are in reality the most fundamental questions that any organization can put to itself.
The answers are based on analysis of underlying needs of the society of any organization serves to fulfill.
The satisfaction of that need is, then, the business of the organization.
2/16/2015 Prof. A. H . Sequeira 29
Understanding Mission
Mission is statement that defines role that an
organisation plays in the society.
It refers to particular needs of that society .
Example: A hospital and medical college are both engaged in satisfying the health care needs and medical education needs respectively.
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Mission Statement
Aim of a mission statement is to publicly
declare the purpose, goals, products, markets
and philosophical views of the organization.
Mission statements can help focus the
organization on what really matters – to itself
as well as to its stakeholders
Mission statement represent the glue that binds
organizations together.
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Components of Mission Statements
Customer / Market
Product / Service
Geographic domain
Technology
Concern for survival
Philosophy
Self – Concept
Concern for Public image
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Characteristics of Mission Statement
Feasible
Precise
Clear
Motivating
Distinctive
Indicate major components of strategy
Indicate how objectives are to be accomplished
WALK AND TALK…….. Should go together
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Goals
Goals denote what an organisation hopes to accomplish in future period of time.
Goals represent a future state or an outcome of the effort put in now.
They represent the end results which can be normally quantified and measured
E.g., Profits, Growth, Market share, Social responsibility, Sales, Customer satisfaction, etc.
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Types of Goals
Broad categories of goals are made depending on:
a) Time duration
(short-term, medium-term & long-term)
a) Financial & non-financial
b) Official, operative, operational,
c) Qualitative & quantitative
d) Decision levels
(strategic, tactical and operational).
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Objectives
Objectives are ways and means of achieving the
goals. They are concrete and specific in contrast to
goals which are generalized. Objectives are written using the SMART
formula: Specific Measurable Achievable/appropriate Realistic Time bound
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Preparing for Strategic Intent
1. Stakeholders Analysis
2. SWOT Analysis
3. Environmental Analysis
4. Resource Analysis
2/16/2015 Prof. A. H . Sequeira 38
Preparing for Strategic Intent
1. Stakeholders Analysis
- Identification of key/primary stakeholders (owners, employees, customers, suppliers)
- Stakeholders expectations
- Stakeholders influence
- Assumptions made about the values and expectations of stakeholders
2/16/2015 Prof. A. H . Sequeira 39
Preparing for Strategic Intent(cont..)
2. SWOT Analysis
- Most basic technique to analyze the organisation and industry condition
- SWOT: Strengths, Weaknesses, Opportunities and threats
- Provides framework for analyzing internal and external environment of organisation
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SWOT Matrix
Internal Factors
Strengths Weaknesses
Opportunities
Threats S T –
Maximin strategy
W O – Minimax strategy
S O – Maximaxstrategy
W T – Minimin strategy
2/16/2015 Prof. A. H . Sequeira 41
Environmental Analysis
3. Environmental Analysis
- Internal Environment (Owners, BOD, Employees, Culture, etc)
- External Environment
Task environment (Customer, Competitors, Regulators, Suppliers, etc)
General Environment
(Demographic, Socio-cultural, Political/Legal,
Technological, Economic, Global)
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Resource Analysis
4. Resource Analysis
- Physical Resources
- Human Resources
- Financial Resources
- Information Resources
2/16/2015 Prof. A. H . Sequeira 44
Where and how to Begin?
Reinventing Strategic Intent
Begin with - 5Ws +1H W-What
W- Where
W- When
W- Who
W- Why
H- How
2/16/2015 Prof. A. H . Sequeira 45
Reinventing Strategic Intent
Identify philosophy
Identify core values (3-7)
Identify major stakeholders
Identify goals (5-10) to be achieved in next 5-10 and 10-20 years
Write a vivid description on achieving the goals
Evolve a Vision Statement
Derive a Mission Statement
2/16/2015 Prof. A. H . Sequeira 47
VisionvVvv
i Internal Environment
Vision and Mission
Internal Environment Analysis
External Environment Analysis
Institutional goals and objectives
Strategies & Policies
Implementation
Evaluation and control
Departmental Goals and objectives
2/16/2015 Prof. A. H . Sequeira 48
Example- Core Values
Respect
Preserve human life
Dedicated service
Quality
Excellence
Integrity
Ethics
2/16/2015 Prof. A. H . Sequeira 49
Core Values meaning…
Respect :
“We uphold the self esteem and dignity of
all our customers and sustain human life
by healing and comfort”
2/16/2015 Prof. A. H . Sequeira 50
Core Values meaning …
Quality:
“We are dedicated to achieving the highest
levels of quality in patient care and
nursing education”
2/16/2015 Prof. A. H . Sequeira 51
Core Values meaning…
Excellence:
“We strive for excellence in everything we
think, say and do.”
2/16/2015 Prof. A. H . Sequeira 52
Core Values meaning…
Integrity:
Honesty, Fairness and self-scrutiny in every
thing we do, as well as assure
confidentiality and privacy.
2/16/2015 Prof. A. H . Sequeira 53
Core Values meaning…
Ethics:
We seek to uphold high standards of
professional ethics education and
institutional governance.
2/16/2015 Prof. A. H . Sequeira 54
Identify Stakeholders
Governing Board
Teaching faculty
Non – Teaching
Students
Regulators / Governments
Suppliers
Creditors / Funding Agencies
Local Communities
General Public
2/16/2015 Prof. A. H . Sequeira 55
IDENTIFYING INSTITUTIONAL
GOALS : Examples Goal I: Effective Organization & Governance
Goal II: Attract and train potential talented students
Goal III: Affirm Highest Quality of Teaching Learning Process
Goal IV: Mobilization, Optimum Allocation and Utilization of Financial Resources
Goal V
Goal VI
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Example :Goal I: Effective Organization &
Governance
OBJECTIVES:
To provide corporate strategy & effective
overall direction.
To establish efficient channels of
communication between employees and
administration/management
To encourage participation of key
stakeholders in decision making.
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example- Goal II: Attract and train potential talented
students
OBJECTIVES:
To attract potential and talented students on competitive basis from all sections of society to different UG, PG and Research programs.
To develop and sustain an environment to encourage innovation, creativity, team spirit and entrepreneurial leadership.
To encourage students to participate in co-curricular & extra-curricular activities.
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example -Goal III: Affirm Highest Quality of Teaching
Learning Process
To provide globally relevant education.
To set up comprehensive audit of all
academic processes
To establish facility for creating high
quality learning resources.
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Example : Department XXX
Type of Goal Objectives
Short Term :
Upgradation of course
content and laboratory
facilities for UG and
PG students.
Syllabus revision
Procuring Text Books
Procuring additional
equipments
Offering new electives
Organize special lectures
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Example : Department YYY
Type of Goal Objectives (O)
LongTerm : To encourage
faculty & staff to enhance
their domain knowledge
and pedagogical skills so as
to improve the quality of
education/training imparted
to students
O1: To depute faculty & staff
to training programs in
institutions of higher learning
O2: To encourage faculty &
staff to undergo training in
pedagogical skills
O3: To arrange for expert
lectures from leaders in
industry and institutions of
higher learning
2/16/2015 Prof. A. H . Sequeira 63
FORMULATING KEY STRATEGY
AREAS Governance and Organisation
Quality Assurance (QA)
Human Resource Management(HRM)
Resource Optimisation
Brand Image
Research and Consultancy(R&C)
Educational Social Responsibility (ESR)
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Example- STRATEGY AREA :
Governance and Organisation STRATEGIES (Actions)
1.Encourage participation of key stakeholders in decision making.
2.Provide for decentralization of authority and delegation of
power.
3.Provide for transparency, accountability and democratic
process.
4.Plan effective career growth through attractive compensation
and promotional avenues to all faculty and staff.
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Example -STRATEGY AREA :
Quality Assurance (QA): TEACHING-
LEARNING PROCESS
STRATEGIES : 1.Promote and propagate a self concept of quality
2.Undertake curriculum planning, development, review and revision periodically with inputs from stakeholders.
3.Improve responsiveness to educational needs of students and of industry.
4.Provide for student peer tutoring and mentoring by alumni.
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STRATEGY IMPLEMENTATION
To achieve the goals set by Departments -
IDENTIFY Resource Implication(Dept.
level): Infrastructure & Human
2/16/2015 Prof. A. H . Sequeira 67
Example- Department of ZZZ
Type of Goals Infrastructure Human Resources
ST 1: : Enhance Research and
Consultancy Activities
1. Dedicated Internet
Connectivity with more
bandwidth.
2. Latest Hardwares /
Softwares
1. More Research
Fellowships
2. Additional Technical
Staff
LT 1: Strengthening and
Nurturing Human
Resources: Faculty and
Staff
1. Individual Room with all
the computing facilities.
2. More Lab Space.
3. Additional Computer
Systems.
1. More Support and
opportunity to improve
the faculty members
academically.
2/16/2015 Prof. A. H . Sequeira 68
Example :Library
Types of Goal
Infrastructure
Human Resources
ST :Best utilization
of online and offline
resources of the
Library
- Digital Library
- Computers –
latest version
- RFID Technology
library professionals
computer
professionals
LT: Overall
development of
Library – to provide
best services to the
end user.
A.C. Reading Rooms
- INTERNET
library professionals
computer
professionals
2/16/2015 Prof. A. H . Sequeira 69
Example : ACTION PLAN – INSTITUTIONAL
LEVEL
What
(actions)
Who
(to responsibility)
When
(Schedule)
Governance and Organization
Board of Governors
Director
Continuous
Teaching-learning process Dean , HODs & Faculty
Continuous
Financial Management
Director, Dean , Registrar
Dy. Registrar
Continuous
Quality assurance
Director, Deans,
HODs
Continuous
Human Resources Management
Director,
Registrar
Annual
2/16/2015 Prof. A. H . Sequeira 70
Example :Action Plan – Departmental
Level What (Activities ) Who (Responsibility) When (Schedule)
Enriching the curriculum based on
responsiveness to students’ needs and
the needs of industry
Dept. committee Once in 12 months
Dual degree programmes at under-
graduate level
Senate, BOS 2015-17
Introduction of multi-disciplinary post-
graduate programmes
Senate, BOS
2017
Publication output Faculty and research scholars Continuous
Guidance of research scholars Research guides Continuous
Number of PhDs awarded Research Scholars Continuous
Research Funds Faculty Continuous
Consultancy Faculty Continuous
2/16/2015 Prof. A. H . Sequeira 71
Example : Performance Measures -
Institutional Level
Measures Frequency
Organization and Governance
Meetings conducted by various bodies – BOG,
Senate, BOS, HODs, All Faculty, All Non-teaching
Staff, Grievance Committee, All Advisory
Committees.
Minutes communicated to all the stakeholders
MIS Implementation
Professorial Chairs
As per Rules / Mandate
Within 2 weeks
Within 1 year
1 per year
2/16/2015 Prof. A. H . Sequeira 72
Example :Research & Consultancy
Research & Consultancy
Publications in Research Journals
- Total no of research publications in National journals
per year
- Total no of research publications in International
journals per year
- Total no of papers presented in national conference /
workshop per year
- Total no of papers presented in international
conference / workshop per year
- No of research publication in journal / proceedings per
faculty per year
Total No. of new projects added per department
Patents and IPRs
- No. of applications for patents per year
- No. of patents obtained
No of new MOUs signed
xx
xx
xx
xx
x
x per year
y
yy in 5 years
Yy per year
X & y is to be determined
by the institution
2/16/2015 Prof. A. H . Sequeira 73
Example : Performance Measures -
Departmental Level
Measures Frequency; quantum
Curriculum revision Once in two years
Introduction of new electives Two in a period of two years
Students undergoing internship in other organizations 3% increase in each year
Student awards in Technical Competitions 2% increase in each year
Research
No. of PhD degrees awarded
No. of PhD scholars registered
No. of papers published (in National )
No. of papers presented (International Conferences )
No. of books/ book chapters published
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