ANU: Vice-Chancellor Of The Australian National University

On February 9, 2017 the Vice-Chancellor of the Australian National University (ANU), Brian Schmidt, announced a new strategic plan for ANU. In front of over 1000 staff, guests and media a new five-year plan was unveiled. How was this plan formulated and by whom? Which strategic management models or frameworks can be used to analyse the ANU’s strategy for 2017-2021? Three strategic management models will be applied to the ANU’s Strategic Plan 2017-2021 (Australian National University, 2017) the Entrepreneurial School and Extended Design School as defined by Linstead, Lilley and Fulop (2009) and the Value Chain Model, an extension or application of Porter’s value chain (Porter, 1985) as outlined by Deans and O’Brien (1996). It should be noted

The Entrepreneurial model only goes so far in explaining strategic management changes. The ANU, like all other federally funded universities, is required to produce an annual report to the Minister for Education and Training. This is done to comply with the Public Governance, Performance and Accountability Act 2013. The name itself implies that more accountability is necessary. Therefore, the strategic plan also requires more accountability. What model of strategic management can then be applied to this aspect of the plan? Linstead, Lilley and Fulop (2009, pp. 723-726) outline the Extended Design School (EDS) model of strategic management which applies a number of schools and models to the process of developing strategic management. The main aspect of EDS that can be applied to the ANU is its specificity and planning. As part of its strategic plan the ANU outlined a number of key initiatives that will be undertaken by the university of the five years the plan entails. In addition, the plan outlines key performance indicators that are designed to measure the success of the initiatives. The follows a very rationale approach to decision making at the executive level. As Linstead, Lilley and Fulop (2009) argue these initiatives and key performance indictors not only determine how the plan is to be implemented but also indicate

The ubiquity of the Internet, the changing nature and uncertainty in global trade as well as the rapid technological advancements in automation and artificial intelligence make any predictions about the future difficult at best. Attempting to plan and manage strategically in the current climate is demanding. It appears that ANU is moving towards focusing on its core competency, research, to improve its reputation and ranking. This is not only a strategic adjustment but harkens back to the university’s foundation as set out by parliament. The creation of ANU corresponds with the Entrepreneurial Model of strategic management with grand mission statements and a common sense of purpose. Nevertheless, with increasing budgetary constraints and a more accountable and managerial outlook the federal government has forced ANU to look to a more planned, designed and rational strategic management model. The model requires the university’s executive to provide detailed plans, budgets and performance indicators which is just what parliament wants. However, the ANU has gone further in the Strategic Plan 2017-2021 by looking to reestablish its world rankings and reputation in an ever more competitive industry. To do this they have reexamined the value they add to tertiary education and research. A value chain model as applied to a service, that is an educational institution is needed. By examining what