Business Strategy Plan Essay

Introduction

In 2021-2025 the University of Queensland has high potential to advance greatly economically if an effective strategic plan for this period is formulated based on the best ideas and effectively implemented. The world is rapidly changing, and therefore, UQ must prepare their learners to adapt to the changing world and succeed in the endeavors rapidly. In the UQ 2021-2025 strategic plan, the institution should provide excellent teaching, support learners, and expose them to world-leading research, enabling graduates to influence the community positively and collectively create a beneficial global legacy. The key focus was to transform UQ students into game-changing, and now they should be well exposed in the previous strategic plan. The strategic plan of 2021-2025 is formulated to uphold the institution’s key values and goals; it also adheres to UQ’s mission and vision of knowledge leadership towards achieving a better world.

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Advice to Vice-Chancellor

It’s of great essence to learn your appreciation and strategy to include me in formulating an effective strategic plan for the University of Queensland for the period 2012-2015. Engaging most people in the institutions will enable you to receive the best ideas and opinions that you might not get when alone; I appreciate your invitation to participate in this process. Based on the outlined standards and analysis, as the staff, we perceive the opportunity to work towards a University that emphasizes degrees in the Business of Health. Therefore, we should put more efforts to improve the institution’s education system, such as improving online learning platforms and engaging our learners in advanced research institutions for them to develop good background skills before they graduate. The University’s shift will not be an easy task, and it can not be performed overnight. It will involve job losses and cutbacks. We believe it will involve the sale of certain parts of the UQ campus to fund excellence in this growth area. We have settled on this approach because of fundamental changes in the industry and general environments that negatively impact universities. In particular, the COVID-19 threat has posed a significant and continuing disruption, and the bargaining power of buyers continues to rise in response. Our proposal aims to drive down this bargaining power of buyers by turning UQ into an institution with eminence in the Business of Health. Therefore attractive to students from across the globe in terms of our reputation and relationships

Executive Summary

The report will focus mainly on the strategic plan from 2021 to 2025 for the University of Queensland. The advice to the Vice-Chancellor is presented in the first part of the report; then, after, there is a broad discussion on the overview of how UQ will look like in 2021-2025. UQ’s long-term objectives are listed and later explained broadly how it will enable the institutions to achieve their vision and missions. The essay focuses on the six key strategic focus areas that should be focused on the strategic plan for the next five years. Measures of success in UQ are listed, and the essay wraps up with UQ student’s strategy goals, initiatives, and standards of success than a reverence list.

An Overview of UQ in 2021-2025

The plan seeks to achieve great things that will position UQ in a top position compared to any university in the world. If the strategic plan is adhered to fully, UQ will be considered the center of excellence globally in the next five years. In the next five years, UQ is expected to be highly comprehensive and has an ability to attain excellence across an institution’s wide range of disciplines and fields.

Institution instructors are expected to continue to lead and take alarming advantages of innovative, flexible tutoring techniques and an academic calendar that optimizes student’s engagement and privileges to succeed in learning.

The strategic plan of 2021-2025 will ensure that students, alumni, and staff will benefit from UQ’s strong global reputations in places such as graduate quality, tutoring, research, and international partnerships.

In terms of UQ’s operating environment, in the next five years, it should be streamlined and adaptable to emerging issues and advancing technology in the future. A strategic plan will put more emphasizes and focus on the ease of use, maximization, and efficiency of resources directly supporting the institution’s core values and mission.

In the next five years, UQ is expected to create a tight and good rapport with the government, industry, agencies, and non-profit making organizations. The institution’s target is to have a good relationship that will deliver new privileges to staff and students and assist in ensuring that UQ work remains highly relevant in the academic sector and highly valued in society.

In the future, staff and students’ needs are highly valued and guaranteed as the first priority; they are also supported and encouraged to attain high academic excellence.

Diversity and inclusivity have the first priority in the strategic plan, which enhances the good relationship between UQ and society.

There will be a better response to the proportion of UQ’s work, which entails collaboration that leverage both the strong complementary point within UQ and the institution partners’ proficiency.

The key effort of developing a strategic plan for 2021-2025 is to ensure that UQ will continuously lead as the best University in Australia and positioned in top rankings.

UQ’s strategic plan is designed with a key objective of enhancing how to understand the overarching goals and strategies to be implemented to attain them (Foundation for Young Australians 23). A strategic plan is mainly formulated to assist Vice-Chancellor and anybody working in UQ institutions to discern what inspires the community.

Long-term Objectives

Based on the University of Queensland vision and mission, it emphasizes influencing society by involving in the pursuit of excellence and seeking to apply the best standards to benefit its community. Hence, the vision of UQ has been translated into the major long-term objectives that should be implemented and attained in the next five years; the objectives include;

To deliver globally significant solutions to issues by generating new skills, knowledge, and partnered innovation as a result of advancing technology.

To transform learners into game-changing graduates who create outstanding contributions and handle complex challenges with a global perspective.

To create a diverse society of knowledge leaders and seekers who embody UQ culture and utilize collaborative partnerships to co-create and connect.

In 2021-2025 strategic plans, UQ will focus mainly on the three long-term objectives to meet its mission and vision. The strategic plan will emphasize the progressive research will be done to attain excellent academic standards with optimal ethical standards, and the University of Queensland should remain committed to translational and fundamental research. To achieve this objective in the long run, UQ will focus on partnering with others both internally and externally. UQ works with others internally by encouraging collaboration, which cuts across disciplinary and organizational edges and externally through networks and partnerships. When this objective is successfully addressed within 2021 -2025, UQ will turn into a hub that brings experts together to creatively and innovatively solve complex issues in the institutions through innovation and research, hence reflecting the ethos.

The long-term objective of transforming UQ learners into game-changing is crucial since it will enable the University to remain the best one in Australia. This objective goes past, making sure that UQ creates graduates who have the capacity to gain employment easily in the rapidly changing economy and world (The University of Queensland 12). Between 2021-2015, this objective guides the institution to ensure that they create an educational experience that optimizes student’s academic and personal development.

Inclusivity and diversity within UQ’s community are crucial since it ensures that diverse experiences and perspectives are brought together to determine global issues and give an enriched studying experience. A well-developed one UQ culture enables creating an environment that is collaborative and inclusive to make sure that staff, scholars, and members of the society work together to achieve the outlined strategies. The collaborative external partnerships that are achieved in this goal will develop networks and connections necessary to understand the community, government, and industry requirements.

Strategic Focus Areas

UQ’s mission and vision of knowledge leadership for an excellent world are very ambitious. Therefore, sustained strategic focus areas should be developed, and they should supplement UQ’s long-term objectives. Thus, to achieve UQ’s vision, six strategic focus areas were developed and designed to prioritize areas to give priority in development efforts in 2021-2025 to have excellent performance. Strategic focus areas include;

To transform UQ’s student experience through a flexible, partnered and integrated learning environment

UQ’s students’ success is central to the mission, and the quality of educational, excellence experience is the top priority. Learner’s satisfaction with UQ’s quality of training is high; hence, society, government, and students’ expectations vary as technology improves, competition increases, and the workforce and economy experience a significant structural reform. UQ’s learning environment will support an innovative and efficient educational experience with digital delivery, enhancing the on-college experience.

Enhance high-quality research by improving our capacity to collaborate to achieve greater impact

In the strategic plan of 2021-2025, UQ plan to establish an UQ approach to maintain, acquire and utilize research facilities and infrastructures to promote high quality research in the institution. Research excellence is highly valued in the UQ community since it will position the institutions in a higher rank. Thus, to achieve this strategy, UQ will implement strategies to enhance internal collaboration so that we are better placed to create stronger external networks and partnerships. Also, to address this strategic focus area, the UQ administration should actively inspire internal collaboration between researchers from diverse disciplines and organizational units.

Build engaged and strategic partnerships with an extensive range of local and worlds’ networks

UQ has created enviable networking of partners globally and within Australia. UQ aims to recreate a dedicated external engagement portfolio by 2025, reflecting institutions’ commitments to working within and for society. Developing deep international links will also be important to ensure that UQ’s influence is far-reaching and that learners achieve relevant education. To establish engaged and strategic partnerships, UQ should create centralized resources to enhance, manage, and develop fundamental partnerships guided by a clear and precise framework. In 2021-2025 strategic plans, UQ should focus on strengthening and growing international study collaborations to make sure that it can leverage the breath of their available research to make fundamental contributions to global research (The University of Queensland 8).

Committed to activities that attract, support, and retain a diverse and inclusive community of high achieving staff and students

In 2021-2025 strategic plans, UQ should focus mainly on increasing the representation of leaners’ from low-represented areas such as those from rural, interstate and regional locations.