A LOOK TO THE FUTURE
Every four years, Mondragon University sets up a strategic reflection process with the participation of a large percentage of the University community as well as people from outside who contribute to enriching a plan that aims, among other things, to respond to the commitment to social transformation - outlined in the mission statement of the university - through its university teaching activities, research and transfer, and training for professionals.
The strategic plan 2021-2024, which has just been defined, includes the following as the main strategic priorities:
- Priority 1: To strengthen the personalised and differential learning experience of students.
- Priority 2: To reinforce the character of a global university open to the world through territorial expansion and international openness.
- Priority 3: To promote the digital transformation of the University, making progress in a more digital educational offer and improving the services and processes of the University of Mondragon.
- Priority 4: To increase our socio-economic impact by contributing to business transformation (organisations) and entrepreneurship.
- Priority 5: To promote specialisation and excellence in Research and Transfer.
- Priority 6: To actively and transversally promote Sustainable Human Development (SHD) in our activities.
- Priority 7: To continue our commitment to an attractive cooperative university project based on people, which favours their growth and sustainable development.
DEGREE OF FULFILMENT
The University’s Strategic Plan, initially projected for 4 years, is reviewed yearly following the annual Management Plan which incorporates, among others, specific actions and objectives aimed at developing the challenges identified in the Strategic Plan.
This annual review consists of both a qualitative and a quantitative analysis of the objectives and indicators established in the Strategic Plan and makes it possible, on the other hand, to monitor the degree of fulfilment, facilitating the identification of aspects that need improving as well as possible new strategic challenges of relevance that may arise during the strategic period and that were not initially foreseen.
This direct relation between the multi-yearly strategic plan and the annual management plans significantly enhances the degree of fulfilment of the objectives established in the Strategic Plan.