1 what is strategy & development process 2 assessing the strategic position - where are we? 3...

1 What is Strategy & Development Process

2 Assessing the Strategic Position - Where are we?

3 Strategic Choices - Where do we want to be?

4 Implementing Strategy - How will we get there?

Sessions at Al Kharj

Adapted from Johnson & ScholesExploring Corporate Strategy

Session 3

Strategic Choices:Where do we want to

be?

Development Process1. Preparation2. Environmental Scan, SWOT & Key Issues3. Define Values and Mission4. Develop a Shared Vision (and Aims &

Objectives)5.Strategies to address issues & achieve vision6. Write Strategy7. Develop Action Plan8. Monitoring & Review

Strategic Choice:Where do we want to be?

Adapted from Johnson & ScholesExploring Corporate Strategy

If we don’t change direction, we might end up where we’re

headed!

Chinese Proverb

Strategic Choice : Where do we want to be?

Developing a Shared Vision

• In light of some of the key strategic issues identified earlier, what should the University look like?

• Where do we want to be in 5 or 10 years?

Developing a Shared Vision

• Ensure your issues cover the major areas:– Teaching programmes (quality, depth, spread)– Resources– Status, reputation, brand– Partnerships and alliances (regional, national,

international)– Governance & structure– Student & staff populations– Ethos, culture, internal environment


– Balance between Teaching, Research & Other?– What will we strengthen?– Do we want ‘centres of excellence’?– Expansion, quality or both?

• Which areas are we NOT going to invest in?• What will be STOP doing?

“All decisions have an opportunity cost which means there are other

developments you need to forgo. It is very important to recognise this and weigh up the pros and cons in taking

strategic decisions.”

Professor A Long, Geography, Durham


Vision

SHEFFIELD HALLAM UNIVERSITY: VISION

Our vision is to be renowned as a forward thinking, enterprising and business engaged university.

We will be known for providing a high quality and cutting edge learning experience …. We will build on

our existing strength to attain an international reputation as a leader in applied design and

creativity and in healthcare and active lifestyles.

By 2010 we should have:

1. Rolled out imaginative and vocationally relevant courses in all areas of the curriculum and improved the quality of the student experience, so that we have:• Increased the number of students at Coventry University from 13,200 to

15,000 FTEs • Increased student satisfaction from 75% to 80% ‘very satisfied’ • Improved progression into graduate level jobs from 60% to 70%.

2. Improved the IT infrastructure, developed applications and processes so we are a ‘smart’ campus.

4. Improved staff satisfaction using appropriate external benchmarks.5. Increased our turnover to £140m from £105m in 2004/5 and secured the

surpluses agreed with the Board of Governors each year.6. Moved into the top ten of ‘new’ universities as judged by the Times League Table.

(Moving up from 88th to 62nd on 2005 figures)

Coventry University: Vision

So what should Alkharj be like in 5 years from now?.

Issue 1: How can we build on our teaching strengths?.

Issue 2: To what extent should we exploit our location and offer courses in agriculture/farming?

Developing a Shared Vision - Example

• By 2015, the University of Alkharj will:– Be widely recognised in the region as an excellent

teaching university– Have developed a small number of centres of

excellence in plant biology and agriculture– Be the University of choice for students wanting

qualifications in agricultural subjects– Have a highly successful and fully embedded

system of quality assuring all teaching provision

Then turn the vision into :.

Aims: should be of such a nature that when they are reached the University

will have addressed strategic issues and fulfilled part of the vision.

.

Objectives: should be SMART:Specific, measurable, achievable, realistic and

timed

Aim 1: To provide an academic education that is research-led and transformative, a curriculum underpinned by excellence in teaching facilities and a culture of reflective practice.

Objective (i) To link learning and teaching to our research at all levels, providing an educational environment which is research-led, research-oriented and research-based, and our students with the opportunity to engage actively inproblem solving, question forming, critical analysis and debate. This requires personal interaction of our students with world-class researchers in the forefront of their disciplines and time spent as residents within our communities.

Durham Vision, Aims & Objectives

Developing Strategies

• Consider the SWOT, Strategic Challenges, Vision and Aims/Objectives

• What core strategies do we need to adopt to address the challenges and achieve the vision?– For example

• Quality enhancement• Restructuring• Marketing & profile raising• Community engagement


• These might well become key ‘themes’ of the strategy

• Deciding on them will involve an ‘opportunity cost’

Note: deciding on the specific strategies to be used can be done by involving a wide variety of staff


• Strategies should resolve major issues, developing new academic areas or methods of delivery, attracting new or different students or high level partnerships.

• Often require structural changes to direct and sustain changes in the organization.

• Ensure strategies don’t conflict with each other, i.e., that implementing one strategy will directly impair implementation of another.

Opportunities

Greater emphasis on quality assurance and systems

ThreatsOther high quality universities

in the regionMore students entering Higher

Education

Strengths

Alkharj has good reputation for teaching

Location is perfect for agriculture

Weaknesses

Higher than desired drop-out rate

Strengths Weaknesses

Opportunities Should strive to maximize strengths and capitalize on

new opportunities

Needs real effort to conquer weaknesses by making most

of new opportunities

ThreatsStrengths under threat from

competitors. Should use strengths to parry any threats

Defensive strategy. Trying to minimize weaknesses and

avoid external threats

The Strategic Position : SWOT Analysis

The Strategic Position : SWOT Analysis

Strengths Weaknesses

Opportunities

New and improved QADevelopment of centres

of excellence in agriculture/farming

Threats Development of niche areas

Take measures to reduce drop-out to

below level of other universities

The Strategic Position : SWOT Analysis & Strategic Challenges

The Strategic Position : SWOT Analysis & Strategic Challenges


• Identify possible options for each strategy• Evaluate each in terms of:

– Value in meeting goals– Appropriateness for Alkharj– Feasibility – can it be done?– Acceptability – will it meet with undue

opposition?– Cost-benefit – enough benefits to justify cost– Timing – is it right for this option?


• Developing high quality teaching provision:

1. Increase the entry requirements2. Enhance the support and advice provided to

students3. Improve the quality of teaching4. Develop a small number of ‘centres of teaching

excellence’Value, appropriateness, feasibility, acceptability, cost-benefit, timing

Task

Suggest broad strategies for achieving vision, aims & objectives – evaluate any alternatives or options

1 what is strategy & development process 2 assessing the strategic position - where are we? 3...

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