To inform the strategic plan, the University of Glamorgan conducted a scenario planning exercise.  Before this exercise, the university completed market, PEST, and SWOT analyses to identify the key issues—such as changes in student needs, changes in teaching paradigms, and so forth.  Next, staff attended workshops in which they were asked to imagine, in 20 to 30 years, possible changes to

 

• how and what students might be studying

• the jobs and tasks they might need to complete, and

• the university grounds, such as whether campuses will still exist.

 

In addition, they considered the possible effect of potential changes, such as a sharp decline in student numbers.  These workshops uncovered a range of potential changes, opportunities, and threats to the institution.  Specialists then utilized these insights to write some possible scenarios that could unfold in the future.  To illustrate one scenario

 

• all the colleges in this region establish a joint network and eliminate all duplicate programs

• because of this efficiency, campuses close and all information is taught online

• the network leases space at local supermarkets to sell online content

• the network develops an educational debit card that students use to purchase this content

 

Finally, key leaders utilized these scenarios to identify key risks to the institution, measures to manage these risks, and hence the priorities the institution need to embrace.  After this approach was applied, the leaders decided the key priority revolved around the attraction and retention of students—and most other activities were modified to facilitate this goal.   

 

Further reading

Richards, L., O'Shea, J., & Connolly, M. (2004). Managing the concept of strategic change within a higher education institution: the role of strategic and scenario planning techniques. Strategic Change, 13(7), 345-359.