1 What is Strategy & Development Process 2 Assessing the Strategic Position - Where are we?

1. Sessions at Al Kharj 1What is Strategy & Development Process 2Assessing the Strategic Position - Where are we? 3 Strategic Choices - Where do we want to be? 4 Implementing Strategy - How will we get there?

2. Session 3 • Strategic Choices: • Where do we want to be? Adapted from Johnson & Scholes Exploring Corporate Strategy

3. Development Process • Preparation • Environmental Scan, SWOT & Key Issues • Define Values and Mission • Develop a Shared Vision (and Aims & Objectives) • Strategies to address issues & achieve vision • Write Strategy • Develop Action Plan • Monitoring & Review

4. Strategic Choice:Where do we want to be? Adapted from Johnson & Scholes Exploring Corporate Strategy

5. Strategic Choice : Where do we want to be? If we don’t change direction, we might end up where we’re headed! Chinese Proverb

6. 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?

7. 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

8. Strategic Choice : Where do we want to be? • 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?

9. Strategic Choice : Where do we want to be? “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

10. 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.

11. Coventry University: Vision • 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)

12. So what should Alkharjbe 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?

13. 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 centresof 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

14. 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

15. Durham Vision, Aims & Objectives 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 in problem 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.

16. 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

17. Developing Strategies • 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

18. Developing Strategies • 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.

20. The Strategic Position : SWOT Analysis

21. The Strategic Position : SWOT Analysis & Strategic Challenges

22. Developing Strategies • 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?

23. Developing Strategies • Developing high quality teaching provision: • Increase the entry requirements • Enhance the support and advice provided to students • Improve the quality of teaching • Develop a small number of ‘centres of teaching excellence’ Value, appropriateness, feasibility, acceptability, cost-benefit, timing

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