Strategic Planning
and
Our Strategic Direction
Utpal K Goswami
Convocation, 2011
Four Pillars of an Organization
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Mission—why are we here
Vision—what will be our effect
Values—principles that guide us
Strategic Plan—where are we going
Typical Reaction
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Boring!
More Busy Work!
Another One for the Shelf!
Can we not recycle the old one!
Sigh!
Trust me—It can be very interesting
What makes a Strategic Plan important
and interesting?
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It
It
It
It
allows
allows
allows
allows
you
you
you
you
to
to
to
to
set the stage
create the environment
create a sense of purpose
empower
and, at the end of it all
You will meet the future you wanted!
Should We Passively Accept What Comes Our Way?
Or
Should We Chart and Control Our Destiny?
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We have opportunity to build the CR of
the future
Must Avoid Fatal Flaws
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Undue Importance to Current Issues
Look inwards
Focus on Tactical Matters
Must Proactively Address The Future
Success Factors for Strategic Plans
Clarity—requires no elaborate explanations
 Representative—reflects its constituents
 Inclusive—result of broad based input
Visionary—some elements transcend the obvious
 Accommodating—has space for local issues
 Flexible—nine ways to scale a mountain
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Success Factors for Strategic Plans
Intentional—targets critical factors
 Emotive—provides intrinsic fulfillment
 Enticing—the journey itself is rewarding
 Empowering—space for individual initiative
Validating—can see oneself making a difference
 Endowed—funded adequately
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We Are Near a Tipping Point
I. Higher Education Operational Model
is Financially Unsustainable
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Funding is primarily related to valuation
and not the product
Operational model is of increasing cost
Hence, ever-increasing dependence on
‘developing alternative resources’
II. Discretionary Public Dollars are
Rapidly Shrinking
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Unpredictable funding environment
Calls for accountability
Possible cost shifting
III. Efficiency Gains in Higher
Education Has Been Negligible
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Moore’s Law certainly does not apply to higher
education
Cost of transmitting information and knowledge
is falling 50% every 18 months
Even Surgeons have found ways to become
more productive---Door is open for efficient
provider
IV. Our Numbers Don’t Look Very Good
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Community College graduation rate is
about 18%
Baccalaureate graduation rate is about
50%
70% of High School graduates are not
college ready
The Landscape is Changing
The Learner
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Rise of informal learning—ready access to
knowledge and information
Rise of the pursuit of unrelated fields over
a lifetime
The Adult Learner
No longer homogenous
Knowledge & Learning
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Rapid expansion in knowledge
Research on Retention of Knowledge
Research on Half Life of Learning
Concept of disaggregated knowledge
Emerging Threats
I. The Private sector is Gaining on Us
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Their Market Share is Increasing
They are becoming Price Competitive
They are close to getting a piece of the
public dollars
II. Operational Model is Becoming Less
Relevant
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Basically a one size fit all model
We sell only a fully loaded model
Position of competitive vulnerability
III. Internal Inertia
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Very little has changed over the last 200
years
But we know
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70+% graduates work outside their major
Graduates are likely to change careers 5+
times
Employers focus on competencies/skill sets
Yet our focus is still discipline based
IV. Disruptive Technology
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Internet-Broadband
Collaboration Webs
Gaming/Simulation
Social Networking
Collective Intelligence
Lessons from the Pony Express
Response to Telegraph--Buy faster horses
When that did not work--Hire better riders
A fundamental re-examination of the business was
what was needed
So How Should We Proceed?
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Evaluate External Trends
Examine the Fundamental Tenants of Our
Business
Don’t Forget our Strategic Strengths
Focus on Creating the Institution of the Future
OK to think outside the box
Fundamental Questions
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Knowing what you know, would you create what
you have today?
Why is what we have not enough? Why is
$8,000+ per student not enough?
Is the “Organizational Culture” and the
“Infrastructure” our albatross?
How should the organization evolve?
Ask the Tough Questions—Empower
Others to Ask the Tough Questions
Rethink
 Rethink
 Rethink
 Rethink
 Rethink
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The Product
What We Do
How We Do It
The Organization
The Structure
Epilogue
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It is not about doom and gloom
It is an opportunity to set the stage for
transformative change
We can all do our part
A collection of small changes will reach
the threshold for transformative change
Next Steps
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Committee (Sept 8 Kickoff)
Conversations
Anticipated Rollout in April 2012
Future Students Are Depending On Us!!