The University of Missouri system serves the citizens of Missouri and of the world as a whole. The University has the responsibility to manage the available resources for the good of Missourians. To continue serving the community, the University management understands the need to chart a strategic course that will ensure the institution’s vitality, going into the future. Additionally, this requires strategic thinking on the area of focus of the University, especially with regards as to how they should adopt and apply available resources to these endeavors. The right approach as should be adopted by the University is determined by a structural condition, in this case, their location, endowment in terms of resources, and their strategic mindset. The focus of the University’s strategy is to leverage the University’s key strengths to attain satisfactory risk-adjusted returns (Weick, Sutcliffe & Obstfeld, 2005).
The company’s strategic planning site clearly outlines the University’s collective course. Understanding the University’s uniqueness allows the entire system to develop a vivid and compelling strategy statement that efficiently guides the University in their operations and at the same time, drives the trade-offs, critical when faced with constraints on resources (Maeroff, 1986). The University’s strategy entails a very clear and measurable time-bound objective and the scope of various constituencies that are to be served in addition to the advantages and customer value proposition that allow the institution alone to deliver the strategy. The strategic plan entails actions that the University administration will conduct to attain the strategy in addition to the metrics that will enable them to gauge potential progress and at the same time supports financial plan.
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From a structural perspective, one thing that should be done differently is the review of the strategy to ensure that the University captures the emerging needs both of the student and of the staff community. The strategy should be designed efficiently and reviewed annually to add, modify, and delete some actions whilst ensuring the availability of funds to support the achievement of the University’s strategy (Maeroff, 1986). The University’s strategic planning process and outcome clearly reflect a marvelous amount of hard work and endeavor on the part of the University of Missouri. The University can adopt a structuralist approach because this often works very well especially in a situation where the institution has adequate resources and capabilities to gain competitive advantage.
References
Maeroff, G., (1986). University of Missouri academic cuts planned for Missouri draw fire. Institute for Educational Management .
file:///C:/Users/USER/AppData/Local/Temp/University%20of%20Missouri%20C ase%20-%20A.pdf
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization science , 16 (4), 409-421.
