Strategic Plan Introduction

In the fall of 2022, the Missouri University of Science and Technology embarked on a transformative journey by initiating the development of the 2026 Strategic Plan, encapsulated in a “Vision, Strategy, and Execution” (VSE) document. This framework, rooted in 13 strategic areas, underwent consolidation into eight key areas, forging a roadmap for strategic planning. Integrating Theory of Change (TOC) and Logical Modeling in this process creates a unique approach, ensuring that tactics and actions contribute meaningfully to achieving our strategic goals. The process transcends the mere creation of a strategic plan; it fosters a culture of ongoing and evolving action and tactics to realize our North Star Goals (NSG) by 2030.

This process embodies a commitment to a strategic mindset, emphasizing follow-through and action as its ultimate outcomes. Grounded in the principles of possibility and abundance thinking, the approach is action-oriented, delineating clear strategies, focused tactics, milestones, and targets. The aim is to guide the prioritization and sequencing of events aligned with our 2030 NSG. The collaborative development of action plans involves diverse teams of stakeholders, fostering institutional planning that intertwines threads of accountability and responsibility.

As part of our commitment to the 2030 NSG, the planning horizon has been divided into two phases: current to 2026 and 2026 to 2030. This segmentation ensures a focused operational and impact environment, emphasizing accountability, ownership, and the use of leading indicators as measures of directional success. Traditional lagging indicators have been transformed into paths leading to 2030, emphasizing an iterative and adaptive approach.

The strategic planning framework acknowledges the volatile, uncertain, complex, and ambiguous (VUCA) nature of the higher education landscape. To address unforeseen events or environmental factors impacting the plan, the process is designed as a living document merging strategy and execution. While the strategy remains static throughout the cycle, it is fully expected that the tactics and actions will evolve and adapt to outcomes and new opportunities. Strategy execution is characterized by de-siloing within matrixed, functional outcomes-based teams, evolving tactics from knowledge gained, and clear short-range cycles. This approach sets expectations for iterative excellence, allowing for closer “wins” and try-fail sequences that facilitate continuous learning and adaptation. Moreover, the explicit, shorter timeframe for revision and adjustment ensures agility in responding and adapting to achievements, environmental constraints, or emerging opportunities. The Missouri University of Science and Technology is not merely planning for the future but actively building a foundation for tomorrow through a dynamic and intentional strategic planning process.

Alignments

The foundation of our strategic plan is deeply rooted in alignment with numerous institutional and UM System statements of aspiration and principles. While our strategic framework is primarily oriented toward attaining the North Star Goals, it is essential to underscore that the NSG themselves are intricately connected with our institution’s Mission, Vision, and Values (MVV). Beyond the overarching goals, our strategic plan addresses operational and systemic improvements crucial for effectively implementing matrixed strategies. This approach emphasizes a comprehensive integration with the university’s NSG and MVV and extends to incorporate the Missouri Compacts for Achieving Excellence. As we navigate the strategic landscape, our plan stands as a dynamic and informed compass, finely tuned to our institution’s core principles and North Stars.