Page 52 - VC 5 Year Review Report 2022
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We need to think 2. Priority Areas 2023–2025
of complexity As we embark on cascading Vision 2030 into every
domain of the University, our priorities as a leadership
as evolving and team will be as follows:
demanding • Further advancing social embeddedness and
more leadership responsiveness by facilitating convergence
through the interplay between our academic and
social projects.
innovations, not • Strengthening excellence in our strategic
only in relation trajectories including the medical school, ocean
sciences, revitalising the humanities, sustainability
to organisational sciences, and repositioning transformative
engagement in the service of society.
efficiencies and • Deepening transdisciplinarity as a key strategic
differentiator by consolidating our strengths across
sustainability, but all faculties and campuses.
• Reviewing our academic programme portfolio,
also linked to the size and shape, modes of delivery, curriculum, and
pedagogical approaches to ensure that Mandela
convergence of University is a higher education institution of
choice for talented students and employees.
the academic and • Pursuing inclusive student access for success as
one of our key differentiators as a comprehensive
social projects of the university, including cultivating holistic and
vibrant student life and development experiences
University. that liberate the full potential and talent of our
graduates.
• Addressing rising youth unemployment by
implementing wide-ranging interventions
to enhance graduate employability and
entrepreneurship.
• Deepening a values-driven, transformative
institutional culture characterised by authentic
stakeholder engagement and a well-developed
institutional self-understanding of what it means to
Though much observation and reflection are required embrace an African identity.
to make sense of the leadership implications of the • Positioning Mandela University globally, by
prevailing macro-environment, the literature places expanding our internationalisation footprint in
great importance on leadership and governance Africa and the global South, while sustaining
as it relates to the success and stability of massive, existing mutually beneficial partnerships.
complex organisations. Yet, we need to think of • Accelerating digital transformation in pursuit of
complexity as evolving and demanding more improved efficiencies, agile systems and processes,
leadership innovations, not only in relation to and adaptive institutional operating models that
organisational efficiencies and sustainability, but facilitate innovation and continuous improvement.
also linked to the convergence of the academic and • Promoting the long-term sustainability of
social projects of the University. In doing so, various the University through innovative resource
priority areas have emerged that will guide strategy mobilisation, strategy-aligned budgeting, and
implementation for the next three years. ethical resource stewardship.
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