Question

Using the framework of Figure 1.6, describe the strategy of the university or school you attend.

Strategy as Positioning Where are we competing? -Product market scope -Geographical scope -Vertical scope • How are we competing? -What is the basis of our competitive advantage? Strategy as Direction • What do we want to become? - Vision statement • What do we want to achieve? -Mission statement -Performance goals • How will we get there? -Guidelines for development -Priorities for capital expenditure, R&D -Growth modes: organic growth, M&A, alliances COMPETING FOR THE PRESENT PREPARING FOR THE FUTURE

Answer 1

Ans.

Out university has strategy two fold , planning for today an Today for tomorrow strategy.

- Planning for today requires a reasonable and exact meaning of the business — a depiction of target client portions, client capacities, and the business way to deal with be taken; planning for tomorrow is worried about how the business ought to be re-imagined for what's to come.

- Planning for today centers around getting down to business the business to address the issues of today's clients with greatness. It includes recognizing factors that are basic to progress and covering them with consideration; planning for tomorrow can involve reshaping the business to contend all the more viably later on.

- Planning for today looks to accomplish consistence in the association's practical exercises with whatever meaning of the business has been picked; planning for tomorrow regularly includes striking moves from existing methods of directing the business.

- Planning for today requires an association that mirrors current business openings; planning for tomorrow may require rearrangement for future difficulties.

- To put it plainly, planning for today is tied in with overseeing current exercises with greatness; planning for tomorrow is tied in with overseeing change.

Today-for-Tomorrow Strategies of university are on following lines :

- Decisions of how to characterize and situate the future business are unavoidably more extensive in scope since business sectors will develop, contenders will put down their own smartest choices, and the organization's own base of capabilities can be extended or altered.

- Deciding the best fit and the best arrangement of assets is not, at this point the key vital decision. A today-for-tomorrow strategy puts the focus on potential outcomes or necessities for reclassifying the vertical and even extent of business interest; reconceiving saw esteem or conveyed cost decisions; reorienting objective structures and portfolio jobs; and reprioritizing key serious drivers.

- Redefinition, reconception, reorientation, and repriori-tization lead to the meaning of new skills and assets that will be required. Out university today-for-tomorrow strategy start with dreams of things to come. It abstain from getting overwhelmed by the floods of progress in the event that you don't see them coming until it's past the point where it is possible to make a move.