Strategic plan 2016-2020

Kedge Business School launches its 2016–2020 Strategic Plan to help transform its customers and partners.

The Kedge Strategy in 2020

As KEDGE Business School crosses the symbolic threshold of a 100 million euro budget, the school outlines its ambition with the launch of its 2016–2020 Strategic Plan.

The School's success is a result of the profound changes it triggered at its inception in July 2013 which mean it now calls itself an 'academic company'.

its purpose

"KEDGE transforms people, organisations & environments in a global context"

The invitation is extended to the School, its teaching body and employees, alongside students and partners, both academic and corporate. The growth plan is ambitious yet realistic. In addition to consolidating the business model, it gambles on an annual self-funding capacity of an average €12 M over five years to sustain the investments outlined in the Strategic Plan: expanding the teaching body, establishing digital technology as a teaching aid, extending and renovating the campuses, going international and improving student services.

The Strategic Plan is overseen by Director General and Dean, Thomas Froehlicher, and the Deputy Director General, José Milano. It was jointly drafted with the teaching body, employees, student representatives and graduates.

One vision, One mission

Globalisation transforms the world, complicates interactions, increases uncertainty and challenges people with unprecedented dilemmas whose scope and speed hinder decision-making and action. Tackling these changes requires knowledge economy organisations to guide people through a now volatile, uncertain, complex and ambiguous world (VUCA World).

Vision statement

Kedge Business School aims to develop managers' talents and to support them throughout their lives (CARE). Its ambition is to build on its expertise to CREATE knowledge and transform mindsets enabling it to train innovative, ethical and socially responsible leaders for organisations and communities on a local and global scale (SHARE). 

Mission statement

    students and participants

    Through its CREATE/SHARE/CARE positioning, its market-driven, differentiated educational programmes, and its emphasis on pedagogical innovation, Kedge Business School seeks to provide its students and participants with:

    • Strong analytical, communication and team building skills (SHARE);
    • The ability to perform, in an open-minded and creative way of thinking (CREATE), in a complex, culturally diverse and socially responsible workplace (CARE);
    • The capability of taking responsibility for their own education and acquiring the means to forge their own competitive advantage.
    external stakeholders

    Through its CREATE/SHARE/CARE positioning and its human capital, Kedge Business School seeks to add value to external stakeholders by:

    • Undertaking (CREATE) and disseminating research (SHARE) in key areas of management relevant to corporate organisations and managers, and, in particular, in the Research Centres of Excellence in Marketing, CSR and Supply Chain Management;
    • Responding to the needs (CARE) and building partnerships with corporate organisations in its community.

    Values 

    • K - Known for its responsible approach to leadership;
    • E - Excellence in teaching, research and career support;
    • D - Driven by innovation;
    • G - Generating diversity among stakeholders, and a multi-cultural environment;
    • E - Engaged and creating engagement with students, faculty, staff and the community.

    Strategic objectives in 2020

    This transformation plan is based on five strategic goals:

    1. Strengthen the Student Experience

    To be more experiential, international, entrepreneurial and sustainability-oriented.

    1. Before: Recruitment Process

    1. Streamline the recruitment process for domestic and international students;
    2. Diversify student profiles; and
    3. Adapt the recruitment process to students' expectations and attitudes.

    2. During: Course Quality

    1. Implement a more experiential, international, entrepreneurial, sustainable approach;
    2. Ensure quality of syllabi and content;
    3. Shape a new learning environment; 
    4. Harmonise student assessment and feedback: quality, consistency across programmes and campuses.

    3. During: Quality Support Services

    1. Offer quality services on campuses: implement a front/back office, premium experience, internships, exchange opportunities, grants, project management, inter-campus mobility, wellness, associations, housing services, restaurant facilities;
    2. Instil people-oriented management; 
    3. Promote a client-oriented culture.

    4. During and After: Student Career Development and Employability

    1. Be ready: Be-U, Learning-by-Doing, English proficiency, Kedge-Up;
    2. Strengthen: employability, alumni follow-up including job offers and life-long learning 

    2. Be Impactful

    Impact on stakeholders in particular via targeted research, quality of programmes, and approach to Corporate Relations.

    1. Implementation of the Kedge Research Triangle 

    1. Organise and coordinate Research Centres of Excellence and Research Areas of Expertise in the framework of the Kedge Research Triangle
    2. Align resources and management with strategic objectives

    2. High Quality and Impactful Research with company/organisation valorisation

    1. Foster high quality research with demonstrated impact;
    2. Develop and provide processes and infrastructure to sustain Research Centres of Excellence and Research Areas of Expertise;
    3. Create the environment to promote and support external funding for research;
    4. Leverage the research expertise and programme portfolio to enrich Corporate Relations and Executive Education; 
    5. Promote Kedge's research and programmes  using multiple media communication.

    3. Align the Programme Portfolio with Expertise

    1. Rationalise, consolidate, develop, modularise programmes; 
    2. Ensure profitability of the programme portfolio.

    3. Be Global

    Instil a global mindset via on- and off-campus experience, a research with international impact, a global portfolio of programmes and privileged partnerships with organisations and companies.

    1. Recognition as a Key Business Education Player in Europe

    1. Maintain/improve international rankings;
    2. Create a global mindset (faculty, staff, Corporate Relations).

    2. Recruitment and Diversity of Fee-Paying Students

    1. Welcoming the world to France;
    2. Target strategic areas of recruitment; 
    3. Adapt commercial approaches to this market segment.

    3. Partnerships Consistent With School Expertise

    1. Enhance quality and increase volume of exchanges, reduce costs associated with partnerships, develop summer schools.

    4. Kedge Activity Offshore

    1. Taking France global;
    2. Structure and differentiate China and Africa's development activities;
    3. Strengthen our presence through academic joint ventures.

    5. International Revenues

    1. Expand existing programmes abroad and develop new programmes targeted to offshore students;
    2. Expand Corporate Relationships and Executive Education offer using Kedge offshore resources

    4. Be Networked

    Engage with alumni, companies, academia, territories, partners and providers.

    1. "One Day at Kedge, Kedgian Forever"

    1. Develop a sense of belonging to the Kedge Community;
    2. Develop, merge, structure and manage the international alumni network;
    3. Implement our CRM platform: development, adoption, management and use.

    2. Integrated Corporate Offer

    1. Provide companies with an integrated offer including students, projects, financial subsidies, chairs, fundraising, Executive Education.

    3. Major Player of the Economical and Social Development of our Territories

    1. Engage with local actors (political, administrations, corporate and not-for-profit) of regional development.

    4. International CSR Network

    1. Participate with national/international actors to the development of a professional/academic CSR and sustainability network.

    5. Major Player of the International Scientific Community in our Fields of Expertise

    1. Diversify and expand projects with academic partners;
    2. Participate in academic/research collaborations;
    3. Play an active role in academic/professional organisations.

    6. Networking Opportunities Abroad for Faculty/Students

    1. Optimise travel opportunities to engage with local stakeholders.

    5. Be Sustainable

    Manage the business model for long-term economic, social and environmental sustainability.

    1. Objectives, Governance, Organisation, Processes

    1. Full implementation of the transformation plan;
    2. Harmonisation of faculty and staff  employment contracts.

    2. Sustainability of the Business Model

    1. Manage our cost structure;
    2. Implement the current savings plan;
    3. Secure and diversify revenues further;
    4. Optimise work organisation;
    5. Elaborate the IT strategic plan and define development priorities;
    6. Integrate CSR fully in the business plan.

    3. Kedge Academic Reputation

    1. Leverage Kedge academic reputation through rankings, accreditations, surveys, efficient monitoring, long-term accrediting policy, alumni response rate improvements;
    2. Improve welcoming of international and domestic faculty members.

    4. Kedge Brand Development

    1. Rely and Excellence and Expertise to add value to the brand;
    2. Digitalise practices.

    5. Development of the Digital Strategy

    1. Develop and implement Kedge digital strategy;
    2. 50% of priority face-to-face courses also available online (mainstream programmes);
    3. Use digital approaches as a means of development of offshore campuses;
    4. Develop a specific digital programme offer for domestic and global markets.

    Key budget figures for the 2019-2020 Fiscal Year:

    • Budget of €133 M for the 2019-2020 fiscal year
    • €13 M Executive Education turnover
    • Operating income up by an average 10% per year over the 2016-2020 period
    • Annual self-funding capacity of an average €12 M over five years
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