Successful & Unsuccessful International Strategic Planning
Whether you are responsible for recruiting international students or you have the responsibility for managing your institution’s entire enrollment process, the 14 characteristics of successful strategic plans and the seven characteristics of unsuccessful plans listed in this article will be useful. I realize there are numerous books and scholarly articles written on the subject, but this blog post may be a good place to start.
The questions are simple. But the answers are not.
Check off the following yes or no:
Is your international strategic plan?
Driven by a compelling vision
Has the support of the president and key stakeholders
Is synergistic with your school’s overall strategic plan and complements the enrollment management plan
Has clearly stated goals and priorities
Is coherent, unifying, and integrated
Has an inclusive planning process
Is data-driven and research-based
Makes extensive use of social media
Recognizes marketplace realities, opportunities, and possibilities
Has the staff and funding resources for both the creation and execution of the plan
Has measurable outcomes
Is regularly assessed and changed, if necessary
Can answer why students should enroll in your institution
Elements of Unsuccessful Strategic Plans
Lack of presidential and key stakeholders support
Poorly defined goals and objectives
Little or no research
Inadequate staff or funding
Lack of prioritization
Inadequate follow-up procedures
Lack of assessment procedures
No longer can or should international deans and recruiters implement international strategic plans that were once successful in the past but are no longer relevant for the future.
Political, economic, social and technological changes require a different way of thinking and planning. Prevailing perceptions should be challenged. Developing a fact-based worldview in order to better understand the world’s new globalized markets and demographic shifts is essential to future planning.
Curiosity, or being open to new information and actively seeking it out, is an international dean’s greatest asset.
Future international students have options. So should international deans and recruiters.