1. Sessions at Al Kharj 3 Strategic Choices - Where do we want to be?
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?

2. Adapted from Johnson & Scholes Exploring Corporate Strategy
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 Alkharj be like in 5 years from now
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?

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 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

14. Then turn the vision into :
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.

19. Opportunities Threats Strengths Weaknesses
Greater emphasis on quality assurance and systems
Threats
Other high quality universities in the region
More students entering Higher Education
Strengths
Alkharj has good reputation for teaching
Location is perfect for agriculture
Weaknesses
Higher than desired drop-out rate

20. The Strategic Position :
SWOT Analysis
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
Threats
Strengths under threat from competitors. Should use strengths to parry any threats
Defensive strategy. Trying to minimize weaknesses and avoid external threats

21. The Strategic Position :
SWOT Analysis & Strategic Challenges
Strengths
Weaknesses
Opportunities
New and improved QA
Development of centres of excellence in agriculture/farming
Threats
Development of niche areas
Take measures to reduce drop-out to below level of other universities

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