Rumelt described strategy as a type of problem solving in He wrote that good strategy has an underlying structure he called a kernel.
Cornell, aptly described as the "first American university," is today a comprehensive university that combines the finest attributes of an Ivy League institution with a deep commitment to public service, stemming from its history as a land grant institution. The academic strengths of the university are grounded in a wide range of outstanding colleges and schools, each of which has achieved academic excellence and a position of distinction in its own field.
Cornell is a productive conglomeration of very strong colleges and schools, and it also is a whole greater than the sum of these parts. The focus of this strategic plan is that "greater sum," rather than the particular subunits or parts that compose it.
The plan proposes university-wide goals and actions that crosscut or transcend the boundaries of colleges, schools, and administrative units. It suggests that the university can take even greater advantage of its distributed strengths while also reinforcing those strengths and facilitating the "bottom-up" blossoming of innovation and creativity characteristic of the colleges and schools.
The relationship of individual academic units to the central administration of the university should involve an ongoing dynamic interchange. Developing a strategic plan with a focus on Cornell as a single entity is important.
The challenges and opportunities of Cornell's changing environment suggest the need for enhanced institutional capacity to act as a unit, that is, to chart strategic directions and mobilize colleges and schools around those directions.
The renewal of Cornell's faculty is a major issue for the university in light of anticipated retirements over the next ten to fifteen years, and this requires an institution-wide response.
This challenge also presents an opportunity to increase significantly the diversity of the faculty. The growing infrastructure costs of research and scholarship e. Financial pressures from the cumulative declines in state support for the land grant mission create a need to rethink how the university fulfills and revitalizes Cornell's unique commitment to public engagement and whether historic structures and practices will be adequate in the future.
Institutional, university-wide strategies and tactics will help Cornell meet such challenges effectively over the next five years and take advantage of opportunities for academic enhancements. An Aspiration The plan puts forth an overarching aspiration for the university: This aspiration reflects both Cornell's stature as a first-tier, Ivy League institution of higher education and its special and unique capacity to bridge the world of thought and ideas and the world of practice and action.
Having an overarching aspiration for the institution as a whole is important for the one-university theme of this plan.
The general strategy proposed here for achieving this aspiration is captured by two words: In other words, create and maintain academic leadership across all of the broad areas but do so selectively and strategically within each.
Greater connectivity implies that it will be easy for students and faculty to cross college and program boundaries in pursuit of their academic goals.
The idea is to make academic boundaries at Cornell as permeable and seamless as possible. The main elements of this document include Goal Areas with associated Objectives and Actions which define areas of focus for the plan and steps for achievement.
Among these, there are Priorities that provide direction on where to start. Strategic Initiatives then describe in more detail how the priorities can be implemented. Specific Objectives and Actions This plan develops a series of specific objectives ends and actions means to enhance excellence in five central domains or goal area of the university: The Faculty section emphasizes the importance of increasing the size and quality of faculty in strategically important areas, enhancing the diversity of faculty, and anticipating future retirements by pre-filling positions and recruiting at lower ranks.
The Education section identifies ways to enhance excellence in teaching across the university and ways to enable students to take full advantage of the university's educational breadth through more field-based or international activities in which they "engage the world" in their academic work under faculty supervision.
The health and well-being of students are included as conditions for academic and life success.
A key theme is to make public engagement and impact a more distinctive component of education at Cornell. The Research, Scholarship, and Creativity section stresses the need to increase the number of academic departments that achieve a position of leadership, strengthen support for emerging interdisciplinary areas, and provide libraries and shared research facilities.
In the section on Public Engagementthe outreach mission is broadly defined as "public engagement" so as to include the entire university. The plan suggests the need for a rigorous assessment of the university's public engagement and impact with an eye toward connecting these activities even more closely to educational and research strengths on campus.
A section on Staff Excellence affirms the critical role of staff in support of the academic mission and the importance of being an exemplary employer; under Organizational Stewardshipthe plan develops objectives and actions for how the management of key resources finance, capital, and information technology can efficiently support the academic mission.
Effective organizational stewardship will be necessary to free up the resources important for achieving the strategic initiatives of this plan. Overall, the specific objectives and actions of the plan suggest the need to move on a number of fronts to keep abreast of the competition and enhance academic excellence.
Strategic Priorities and Initiatives The highest overall priority proposed for the next five years is to enhance faculty excellence.Executive Summary THE MISSION. The objective is to develop the resources and the infrastructure that are necessary to identify early stage opportunities, and then assist client companies in the process of commercialization.
Free Essay: Strategic Objective Summary Ed Mathewson BUS/INTEGRATED BUSINESS TOPICS 3/23/15 Nels Holmgren Balanced Scorecard Targets Strategic Objectives.
Tips. The strategic plan is not set in stone. As the business grows, goals can change, which could ultimately change the mission and objective of the business. Boyd Meets Goldratt. U.S. Air Force Colonel John Boyd inventor of the OODA loop, maneuver warfare, and “father” of both the F15 & F16 fighters (1) had a concept called “building snowmobiles (2).”.
Strategic Stakeholder Management, as described by Berman, Wicks, Kotha, Jones (Academy of Management Journal; Oct99, Vol.
42 Issue 5) using earlier work of Edward Freeman is an Instrumental Approach.. Instrumental approaches towards stakeholder theory hold that: To maximize shareholder value over an uncertain time frame, managers ought to pay attention to key stakeholder relationships. This site provides information on objective 2 of the Polio Eradication and Endgame Strategic Plan Objective 2 seeks to hasten the interruption of all poliovirus transmission and, where possible, contribute to strengthening immunization services for the delivery of other lifesaving vaccines.