The importance of strategic-level thought and action
'What's the use of running if you are not on the right road'
German proverb
Today's further and higher education institutions face a multitude of pressures, most of which will be familiar to managers operating at all levels. These include:
- operating within a rapidly changing political landscape, especially in relation to funding and inspection
- coping with rapid and radical developments in Information and Communications Technology which have the potential to fundamentally alter the way in which learning and research are conducted
- the challenges of operating within an increasingly competitive market
- the need to absorb major new strategic priorities such as internationalisation and responsiveness to business
- the ability to work with and benefit from new stakeholders, such as those within business and the community
- ever-increasing pressure on resources and the resulting need to 'do more for less' through the maximisation of assets and minimisation of wastage; and
- recruiting and retaining staff with the right skills, experience and attitude
Strategic Issues
Most analysts and commentators agree that the scale of these (and other) challenges facing universities and colleges is only likely to increase over the coming years, thanks to a combination of socio-economic, demographic, political and technological pressures. The nature of many of these challenges means that most are beyond the capabilities of individual managers, or institutions, to control - but that does not mean that we are powerless. It simply increases the importance we must attach to ensuring that our institution is functioning as effectively and efficiently as possible and, therefore, is in the best possible shape to meet these demands.
This infoKit is designed to be of relevance and assistance to those who play an active role in the formulation or implementation of strategic planning processes within their institution. This not only includes members of the institution's senior management team, but also those with local responsibility for overseeing the completion of strategic objectives within their own faculties, departments or teams. It will also be relevant to those posts which directly support strategic development and operations, either from a project management, quality assurance or innovation angle.
More information about this resource»
The following diagram provides a graphical representation of both our approach to strategy and, as a result, the structure of this infoKit. Though we believe that it is possible to define certain key stages in strategy development and implementation we do not view them as linear in progression. Rather, we see each as complementary to the others and operating in parallel to them, hence portraying them as three cogs, each with a purpose of their own, but only making real sense when viewed as part of the progression of a bigger 'machine'. Lastly, we believe that successful strategic planning and activity can only occur when those responsible for it have all relevant facts at their disposal: hence the need for ongoing, accurate and informative 'environment scanning' and the importance of the management of the information which enables it.
