Strategic Plan 2027 - 2037

The Institutional Planning Directorate makes known to the academic community the guiding document that the institution follows for the period between the years 2016 and 2026, adopted and approved by the Higher University Council through Agreement 035 of 2016.

The prospective and strategic study “Dreaming the University We Want 2016-2026” is an analysis of the future of the University of Cundinamarca over the next ten years and aims to identify the target scenario to establish the strategies that will lead us to fulfill that great dream.

The document can be divided into three parts. The first refers to the drivers of change, for which the context and/or trends in which universities will operate at the global, national, and regional levels were established.

The second part describes the methodology for drafting the Plan, for which foresight was chosen, a methodology that allows visualizing the medium- and long-term possible scenarios in which the University will be immersed; its greatest advantage is that it is the result of a collective construction. The process began with the discussions organized by the rector to obtain information from the stakeholders, after which the key or strategic variables were determined through the use of the MicMac Structural Analysis technique.¹, allowed the identification of the relationships and interactions between these variables to then be ordered according to their importance using the morphological analysis technique² The scenarios in which we will move in the next decade were constructed using the Regnier's Abacus technique³, the most favorable scenario for the University, the department, and society was chosen from among the possible futures.

The third part outlines the strategic fronts, which are the drivers or guides of the process to make the scenario a reality bet. These strategic fronts –which are the direction to fulfill what was proposed– are those presented by the rector in his governing plan.

Following the approval of the strategic plan, the University must make decisions to generate structural changes that will allow for a new way of being and doing, guiding us toward the achievement of the chosen scenario. All of this with the purpose of beginning to build the future here in the present, because, as Michel Godet expresses, we must move “from anticipation to action”; we must act today to build tomorrow's future. The present we live in is the product of actions taken one or two decades ago.

We thank all students, professors, administrative staff, graduates, and representatives of the productive sector for their contributions and suggestions that made possible the collective and democratic construction of this project.

¹ Collective reflection structuring tool that describes a system by using a matrix that makes an inventory of all the elements that make it up.
² Also known as the “morphological box,” developed by Fritz Zwicky, it analyzes the problem under observation and decomposes it into its constituent parts, to then transfer them to a matrix where they are combined to multiply their relationships.
³ Regnier's Abacus was conceived by François Regnier. It consists of questioning experts and processing their responses translated into a color scale to reduce uncertainty, compare the group's opinions with those of different groups, and make group members aware of the differing existing opinions.