High-level assessment, goal-setting, and prioritization, and alignment
Too often, higher education leaders launch initiatives, or even strategic plans, without knowing what their institution is doing well, where they are struggling, and what reasonable targets should be. UQ helps institutions understand their performance in relation to changing landscapes of challenge and opportunity; identify key challenges and opportunities, establish appropriate goals; priorities areas for attention; and align campus leadership around a shared vision.
Our approach is rooted both in a deep understanding of higher education and in extensive engagement with business strategy. We are especially inspired by Richard Rumelt’s recent books Good Strategy, Bad Strategy and The Crux, and McKinsey’s & Company’s Strategy Beyond the Hockey Stick, which outline a diagnostic approach to identifying the “crux” of the challenge or opportunity, and a data-informed approach to identifying the most impactful courses of action. Design Thinking is also an integral part of our toolkit.
UQ is pleased to offer three levels of support around institutional strategy: Strategy Snapshot, Strategy Sprint, and Strategy Cycle.
UQ Strategy Solutions
High-level assessment, goal-setting, and prioritization, and alignment
Too often, higher education leaders launch initiatives, or even strategic plans, without knowing what their institution is doing well, where they are struggling, and what reasonable targets should be. UQ helps institutions understand their performance in relation to changing landscapes of challenge and opportunity; identify key challenges and opportunities, establish appropriate goals; priorities areas for attention; and align campus leadership around a shared vision.
Our approach is rooted both in a deep understanding of higher education and in extensive engagement with business strategy. We are especially inspired by Richard Rumelt’s recent books Good Strategy, Bad Strategy and The Crux, and McKinsey’s & Company’s Strategy Beyond the Hockey Stick, which outline a diagnostic approach to identifying the “crux” of the challenge or opportunity, and a data-informed approach to identifying the most impactful courses of action. Design Thinking is also an integral part of our toolkit.
UQ is pleased to offer three levels of support around institutional strategy: Strategy Snapshot, Strategy Sprint, and Strategy Cycle.
UQ Advisory
High-level assessment, goal-setting, and prioritization, and alignment
Too often, higher education leaders launch initiatives, or even strategic plans, without knowing what their institution is doing well, where they are struggling, and what reasonable targets should be. UQ helps institutions understand their performance in relation to changing landscapes of challenge and opportunity; identify key challenges and opportunities, establish appropriate goals; priorities areas for attention; and align campus leadership around a shared vision.
Our approach is rooted both in a deep understanding of higher education and in extensive engagement with business strategy. We are especially inspired by Richard Rumelt’s recent books Good Strategy, Bad Strategy and The Crux, and McKinsey’s & Company’s Strategy Beyond the Hockey Stick, which outline a diagnostic approach to identifying the “crux” of the challenge or opportunity, and a data-informed approach to identifying the most impactful courses of action. Design Thinking is also an integral part of our toolkit.
UQ is pleased to offer three levels of support around institutional strategy: Strategy Snapshot, Strategy Sprint, and Strategy Cycle.
UQ Strategy Solutions
High-level assessment, goal-setting, and prioritization, and alignment
Too often, higher education leaders launch initiatives, or even strategic plans, without knowing what their institution is doing well, where they are struggling, and what reasonable targets should be. UQ helps institutions understand their performance in relation to changing landscapes of challenge and opportunity; identify key challenges and opportunities, establish appropriate goals; priorities areas for attention; and align campus leadership around a shared vision.
Our approach is rooted both in a deep understanding of higher education and in extensive engagement with business strategy. We are especially inspired by Richard Rumelt’s recent books Good Strategy, Bad Strategy and The Crux, and McKinsey’s & Company’s Strategy Beyond the Hockey Stick, which outline a diagnostic approach to identifying the “crux” of the challenge or opportunity, and a data-informed approach to identifying the most impactful courses of action. Design Thinking is also an integral part of our toolkit.
UQ is pleased to offer three levels of support around institutional strategy: Strategy Snapshot, Strategy Sprint, and Strategy Cycle.
UQ STRATEGY SNAPSHOT
A one-day session to assess performance and prioritize objectives
Drawing on UQ’s Strategy Benchmarking platform and other analyses, we help your institution assess its performance compared to well-chosen peers, identify appropriate goals, and prioritize areas for strategic focus. Areas considered include financial health, enrollment, student outcomes, revenue, costs, staffing levels, and program mix. By the end of the day, you will have a clear picture of your institution’s performance compared by market expectations, a clear and prioritized set of strategic goals, and a vision for next steps around which you can align your campus community.
UQ STRATEGY SNAPSHOT
A one-day session to assess performance and prioritize objectives
Drawing on UQ’s Strategy Benchmarking platform and other analyses, we help your institution assess its performance compared to well-chosen peers, identify appropriate goals, and prioritize areas for strategic focus. Areas considered include financial health, enrollment, student outcomes, revenue, costs, staffing levels, and program mix. By the end of the day, you will have a clear picture of your institution’s performance compared by market expectations, a clear and prioritized set of strategic goals, and a vision for next steps around which you can align your campus community.
UQ STRATEGY SPRINT
Three- to four-day workshop to surface critical opportunities and chart impactful way forward
This immersive workshop convenes your leadership team to identify and respond to your most critical challenges and opportunities. Like the one-day workshop, it is rooted in data, but the longer format allows more time to distill the shared wisdom of the leadership team and design a comprehensive plan. Guided by UQ facilitators, you’ll identify your “crux” — a central obstacle or opportunity where concentrated effort will have the greatest payoff — and develop a guiding policy to address it. By the end of the Sprint, you’ll have a prioritized portfolio of coordinated initiatives, complete with success benchmarks and sequencing, to drive meaningful change for the next 18-24 months.
UQ STRATEGY SPRINT
Three- to four-day workshop to surface critical opportunities and chart impactful way forward
This immersive workshop convenes your leadership team to identify and respond to your most critical challenges and opportunities. Like the one-day workshop, it is rooted in data, but the longer format allows more time to distill the shared wisdom of the leadership team and design a comprehensive plan. Guided by UQ facilitators, you’ll identify your “crux” — a central obstacle or opportunity where concentrated effort will have the greatest payoff — and develop a guiding policy to address it. By the end of the Sprint, you’ll have a prioritized portfolio of coordinated initiatives, complete with success benchmarks and sequencing, to drive meaningful change for the next 18-24 months.
UQ STRATEGY CYCLE
An 18 to 24 month engagement to sustain focus, momentum, and recalibration
Here, we follow the Strategy Sprint with ongoing support to help you implement the initiatives developed in the Sprint, address challenges that arise, assess performance metrics and new data as it becomes available, and recalibrate as necessary. Through regular advisory sessions and quarterly reviews, we ensure that strategic actions remain aligned and responsive to shifting realities. The Cycle emphasizes execution, learning, and course correction, giving colleges and universities the clarity, momentum, and adaptability they need to thrive in today’s rapidly changing landscape.
UQ STRATEGY CYCLE
An 18 to 24 month engagement to sustain focus, momentum, and recalibration
Here, we follow the Strategy Sprint with ongoing support to help you implement the initiatives developed in the Sprint, address challenges that arise, assess performance metrics and new data as it becomes available, and recalibrate as necessary. Through regular advisory sessions and quarterly reviews, we ensure that strategic actions remain aligned and responsive to shifting realities. The Cycle emphasizes execution, learning, and course correction, giving colleges and universities the clarity, momentum, and adaptability they need to thrive in today’s rapidly changing landscape.
“The Market Analyzer tool developed by UQ has been a critical resource for our leadership to contemplate trends and student-consumer needs to make pinpoint decisions on our academic portfolio.”
—Dr. Shawn Daley
Chief Strategy and Business Development Officer, George Fox University