The University for business and the professions Case study of International strategy formation

The University for business and the professions International strategy formation at City Drivers for change Process for achieving change The adopted strategy But first, a little about City University

The University for business and the professions City University is highly distinctive – and will stay that way

The University for business and the professions City….growth

The University for business and the professions

The University for business and the professions

The University for business and the professions Drivers for change in internationalisation emphasis Doing well at student international recruitment….why change? Our analysis of big challenges and market shifts The London context Evidence of industry maturation on one hand & real volatility on the other Balancing aspiration and risk minimisation

The University for business and the professions The shape of HE in London 41 higher education institutions Total income of £GBP 3b Mop up 30% of public funding for research 40% of total income is from research and other income 330,000 students: 20% O/S; 23% P/G 53,000 staff

The University for business and the professions

The University for business and the professions Achieving the change City University: a single personality or a quarrelsome clan? Executive sponsorship & Council by in Balanced with extensive bottom up involvement. 35+ people engaged in process Linking institutional interest with academic self interest A two year campaign

The University for business and the professions The adopted strategy Clarity about benefits – for the university and explicitly, its people Measurable goals BEYOND student recruitment targets Using existing levers for change An overt focus on leadership + accountability ACCOMPANIED by bringing new resources to the table

The University for business and the professions Progress to date Leadership in place….and is working Finance department has been won over – new resources have flowed against the business case The Council has engaged with the long term nature of the strategy In summary, process indicators are good BUT. A long term agenda.

The University for business and the professions Future challenges Competition – both within the UK and further afield. Big brands starting to wake up and smell the coffee!! Investment requirements – only scratching the surface at present. And yet, instituional margins are very slim Competing prorities – caused by government