Strategic PlanningStrategic Planningandand

Our Strategic DirectionOur Strategic Direction

Utpal K GoswamiUtpal K Goswami

Convocation, 2011Convocation, 2011

Four Pillars of an Organization

Mission—why are we here Vision—what will be our effect Values—principles that guide us Strategic Plan—where are we going

Typical Reaction

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 What makes a Strategic Plan important and interesting?important and interesting?

It allows you to set the stageIt allows you to set the stage It allows you to create the environmentIt allows you to create the environment It allows you to create a sense of purposeIt allows you to create a sense of purpose It allows you to empowerIt allows you to empower

and, at the end of it alland, at the end of it all

You will meet the future you You will meet the future you wanted!wanted!

Should We Passively Accept What Comes Our Way?

OrShould We Chart and Control Our Destiny?

We have opportunity to build the CR of the future

Must Avoid Fatal Flaws

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

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

We Are Near a Tipping Point

I. Higher Education Operational I. Higher Education Operational Model is Financially UnsustainableModel is Financially Unsustainable

Funding is primarily related to Funding is primarily related to valuation and not the productvaluation and not the product

Operational model is of increasing cost Operational model is of increasing cost Hence, ever-increasing dependence on Hence, ever-increasing dependence on

‘developing alternative resources’‘developing alternative resources’

II. Discretionary Public Dollars are II. Discretionary Public Dollars are Rapidly ShrinkingRapidly Shrinking

Unpredictable funding environmentUnpredictable funding environment Calls for accountabilityCalls for accountability Possible cost shiftingPossible cost shifting

III. Efficiency Gains in Higher III. Efficiency Gains in Higher Education Has Been NegligibleEducation Has Been Negligible

Moore’s Law certainly does not apply to Moore’s Law certainly does not apply to higher educationhigher education

Cost of transmitting information and Cost of transmitting information and knowledge is falling 50% every 18 monthsknowledge is falling 50% every 18 months

Even Surgeons have found ways to Even Surgeons have found ways to become more productive---Door is open become more productive---Door is open for efficient providerfor efficient provider

IV. Our Numbers Don’t Look Very Good

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 LearnerThe Learner

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 & LearningKnowledge & Learning

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 I. The Private sector is Gaining on UsUs

Their Market Share is IncreasingTheir Market Share is Increasing They are becoming Price CompetitiveThey are becoming Price Competitive They are close to getting a piece of They are close to getting a piece of

the public dollarsthe public dollars

II. Operational Model is Becoming II. Operational Model is Becoming Less RelevantLess Relevant

Basically a one size fit all modelBasically a one size fit all model We sell only a fully loaded modelWe sell only a fully loaded model Position of competitive vulnerabilityPosition of competitive vulnerability

III. Internal InertiaIII. Internal Inertia

Very little has changed over the last Very little has changed over the last 200 years200 years

But we knowBut we know 70+% graduates work outside their major70+% graduates work outside their major Graduates are likely to change careers Graduates are likely to change careers

5+ times5+ times Employers focus on competencies/skill Employers focus on competencies/skill

setssets Yet our focus is still discipline basedYet our focus is still discipline based

IV. Disruptive TechnologyIV. Disruptive Technology

Internet-Broadband Collaboration Webs Gaming/Simulation Social Networking Collective Intelligence

Lessons Lessons fromfrom the Pony the Pony ExpressExpress

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?So How Should We Proceed?

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 QuestionsFundamental Questions

Knowing what you know, would you create Knowing what you know, would you create what you have today?what you have today?

Why is what we have not enough? Why is Why is what we have not enough? Why is $8,000+ per student not enough?$8,000+ per student not enough?

Is the “Organizational Culture” and the Is the “Organizational Culture” and the “Infrastructure” our albatross?“Infrastructure” our albatross?

How should the organization evolve?How should the organization evolve?

Ask the Tough Questions—Ask the Tough Questions—Empower Others to Ask the Tough Empower Others to Ask the Tough

QuestionsQuestions Rethink The ProductRethink The Product Rethink What We DoRethink What We Do Rethink How We Do ItRethink How We Do It Rethink The OrganizationRethink The Organization Rethink The StructureRethink The Structure

EpilogueEpilogue

It is not about doom and gloomIt is not about doom and gloom It is an opportunity to set the stage It is an opportunity to set the stage

for transformative changefor transformative change We can all do our partWe can all do our part A collection of small changes will A collection of small changes will

reach the threshold for reach the threshold for transformative changetransformative change

Next Steps

Committee (Sept 8 Kickoff) Conversations Anticipated Rollout in April 2012

Future Students Are Depending On Us!!