Page 11 - UNAM Strategic Plan (REVIEWED) 2019-2024

international hub of excellence in higher education, training, research and innovation by

2030”.

To do so, our objective is to create a stronger, more cohesive University, which is
ready to tackle complex 21st-century challenges and technologies, thereby to

continue to maximise on the benefits of the 4th and 5th industrial revolutions. We
have fewer than 9 years to achieve this vision. We shall become a University that is

internationally robust and resilient, one that is anchored on our values, so as to
support and enable national development.

How shall we achieve our University vision, mission and strategy? We shall do

so based on the University’s five key strategic themes, which are Institutional
Sustainability; Transformative Research, Innovation and Enterprise Development;

Higher Education Graduate Employability; Community Engagement, Social
Relevance and Environmental Sustainability; and Institutional Planning and

Internationalisation. Individually and collectively, we must now future-pace ourselves

and imagine how UNAM will look by 2030. We will work together to reduce the
burden of climate change, by making the necessary adjustments to the way we
conduct business. Our institutional values are an integral part of this effort.

The strategic themes are our pillars of excellence and, thus, define the high-level
strategic thrusts the institution will pursue to achieve its vision. They affect all four

balanced scorecard perspectives – financial, customer, internal process, and
organisational capacity. This way, a golden thread that connects daily actions (day-

to-day emails, calls, meetings etc.) and decisions (strategic) to be taken together is
established. Golden threads are established through the process of clustering all

strategic issues in a SWOT (strengths, weaknesses, opportunities and threats) analysis;
by doing so, all issues identified in the environmental scan shall be addressed through

the balanced scorecard matrix. The scorecard matrix contains all 16 objectives, 26
key performance indicators (KPIs), performance targets, and 76 prioritised strategic

initiatives. The strategic budget will be determined year-on-year based on the
priorities for that academic year. The strategy is summarised in a strategy map. The

monitoring and evaluation of the plan will be integrated into the performance
management system.

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