The document outlines the strategic planning process for educational institutions, emphasizing the need for a clear vision and mission to navigate funding challenges and changing stakeholder expectations. It discusses the importance of stakeholder analysis, SWOT analysis, and understanding both internal and external environments in crafting effective strategies. The document also highlights the significance of core values and long-term goals in establishing competitive advantages in the educational sector.

1. Building STRATEGIC PLAN
for a Educational Institution
Dr.A. H. Sequeira
Professor
Dept. Humanities, Social Sciences & Management
National Institute ofTechnology Karnataka
Surathkal,
Mangalore – 575 025
email: aloysiushs@gmail.com
2/16/2015 Prof. A. H . Sequeira 1

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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.
2/16/2015 Prof. A. H . Sequeira 7

8. 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.
2/16/2015 Prof. A. H . Sequeira 8

9. 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

10. 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

11. 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

12. 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

13. 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.
2/16/2015 Prof. A. H . Sequeira 13

14. 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.
2/16/2015 Prof. A. H . Sequeira 14

15. 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

16. 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

17. 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
2/16/2015 Prof. A. H . Sequeira 17

18. VisionvVvv
iInternal Environment
Vision & Mission
Internal Environment
Analysis
External Environment
Analysis
Institutional goals
and objectives
Strategies and Policies
Implementation
Evaluation and control
Departmental Goals
and objectives
2/16/2015 Prof. A. H . Sequeira 18

19. 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.
2/16/2015 Prof. A. H . Sequeira 19

20. 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.
2/16/2015 Prof. A. H . Sequeira 20

21. Benefits of having aVision
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.
2/16/2015 Prof. A. H . Sequeira 21

22. Components of vision
A well-conceived vision consists of two
major components
 Core-ideology
 Envisioned future
2/16/2015 Prof. A. H . Sequeira 22

23. 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 Vision2/16/2015 Prof. A. H . Sequeira 23

24.  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
2/16/2015 Prof. A. H . Sequeira 24

25. CoreValues
 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.
2/16/2015 Prof. A. H . Sequeira 25

26. 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.
2/16/2015 Prof. A. H . Sequeira 26

27. 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.
2/16/2015 Prof. A. H . Sequeira 27

28. 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.
2/16/2015 Prof. A. H . Sequeira 28

29. 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

30. 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.
2/16/2015 Prof. A. H . Sequeira 30

31. 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.
2/16/2015 Prof. A. H . Sequeira 31

32. Components of Mission Statements
 Customer / Market
 Product / Service
 Geographic domain
 Technology
 Concern for survival
 Philosophy
 Self – Concept
 Concern for Public image
2/16/2015 Prof. A. H . Sequeira 32

33. 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
2/16/2015 Prof. A. H . Sequeira 33

34. 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.
2/16/2015 Prof. A. H . Sequeira 34

35. 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).
2/16/2015 Prof. A. H . Sequeira 35

36. 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
2/16/2015 Prof. A. H . Sequeira 36

37. Preparing Strategic
Intent
2/16/2015 Prof. A. H . Sequeira 37

38. Preparing for Strategic Intent
1. Stakeholders Analysis
2. SWOT Analysis
3. Environmental Analysis
4. Resource Analysis
2/16/2015 Prof. A. H . Sequeira 38

39. 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

40. 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
2/16/2015 Prof. A. H . Sequeira 40

41. SWOT Matrix
Internal Factors
Strengths Weaknesses
Opportunities
Threats
S T –
Maximin
strategy
W O –
Minimax
strategy
S O –
Maximax
strategy
W T –
Minimin
strategy
2/16/2015 Prof. A. H . Sequeira 41

42. 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)
2/16/2015 Prof. A. H . Sequeira 42

43. Environmental Analysis
Internal Env
Task Env
General Env
2/16/2015 Prof. A. H . Sequeira 43

44. Resource Analysis
4. Resource Analysis
- Physical Resources
- Human Resources
- Financial Resources
- Information Resources
2/16/2015 Prof. A. H . Sequeira 44

45. 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

46. Suggested Model
STRATEGIC INTENT
FOR A
UNIVERSITY/COLLEGE
2/16/2015 Prof. A. H . Sequeira 46

47. 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 aVision Statement
 Derive a Mission Statement
2/16/2015 Prof. A. H . Sequeira 47

48. VisionvVvv
iInternal 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

49. Example- CoreValues
 Respect
 Preserve human life
 Dedicated service
 Quality
 Excellence
 Integrity
 Ethics
2/16/2015 Prof. A. H . Sequeira 49

50. CoreValues 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

51. CoreValues 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

52. CoreValues meaning…
Excellence:
“We strive for excellence in everything we
think, say and do.”
2/16/2015 Prof. A. H . Sequeira 52

53. CoreValues 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

54. CoreValues meaning…
Ethics:
We seek to uphold high standards of
professional ethics education and
institutional governance.
2/16/2015 Prof. A. H . Sequeira 54

55. 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

56. IDENTIFYING INSTITUTIONAL
GOALS : Examples
Goal I: Effective Organization & Governance
Goal II:Attract and train potential talented
students
Goal III:Affirm Highest Quality ofTeaching
Learning Process
Goal IV: Mobilization, Optimum Allocation
and Utilization of Financial Resources
GoalV
GoalVI
2/16/2015 Prof. A. H . Sequeira 56

57. DEVELOPING
INSTITUTIONAL OBJECTIVES
2/16/2015 Prof. A. H . Sequeira 57

58. 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.
2/16/2015 Prof. A. H . Sequeira 58

59. 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.
2/16/2015 Prof. A. H . Sequeira 59

60. example -Goal III:Affirm Highest Quality ofTeaching
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.
2/16/2015 Prof. A. H . Sequeira 60

61. DEPARTMENTAL GOALS
AND OBJECTIVES
2/16/2015 Prof. A. H . Sequeira 61

62. 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
2/16/2015 Prof. A. H . Sequeira 62

63. Example : DepartmentYYY
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

64. 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)
2/16/2015 Prof. A. H . Sequeira 64

65. 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.
2/16/2015 Prof. A. H . Sequeira 65

66. 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.
2/16/2015 Prof. A. H . Sequeira 66

67. STRATEGY IMPLEMENTATION
To achieve the goals set by Departments -
IDENTIFY Resource Implication(Dept.
level): Infrastructure & Human
2/16/2015 Prof. A. H . Sequeira 67

68. 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

69. 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

70. 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

71. 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

72. 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

73. 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

74. 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
2/16/2015 Prof. A. H . Sequeira 74

75. Concluding Proverb
Seeing people in person is a big part of
how you drive any change process. You
have to show people a positive view of
the future and say ‘we can do it’.
-Jeffrey Immelt
CEO- General Electric
2/16/2015 Prof. A. H . Sequeira 75