c
 




 
 


  


 

    
  
  
 


 
 
    




     !

  
 
!"   
    

 
  !

The University of Leeds is the second largest University in the UK, with a vibrant academic

community comprising over 30,000 students, 8,000 staff and 250,000 graduates. It is a

prestigious institution, having been a significant player at the forefront of UK higher

education for over 100 years. The University¶s reputation is built upon the volume, breadth

and quality of its research and education, combining one of the largest student populations

With a diverse portfolio of research excellence. It is a member of the Russell Group (of

Research intensive universities) and a founder member of the successful White Rose

University consortium and the Worldwide Universities Network.

In this article we analyse that this case study present on the development and implementation

of the institutional strategy with in a large leading research intensive university. In this

article we also analyse that the university has used a strategy map to provide framework

which links the University¶s aspirations in terms of societal impacts (purpose) and reputation

and position (vision) to objectives, measures and themes to achieve these strategic outcomes.

In this article we identify the different key variables and themes within his programme

ranging from m
 , 


  and
m

  

 

  

  s, and
     
m 
 throughout the academic community.








º 

ÿ












 





 








 










 

It contains three of the major component

„ rtretch Goal to be ranked among the top fifty universities

„ Refinition of niche to integrator world class research, scholarship, and education

„ Time Horizon

One of the key challenges for this strategy was to align the priorities and objectives of all the

corporate and opportunities corporate services and all of the faculties schools and academic

departments.

    

The objective of this work is to examine transformation strategy for strategic leaders and its

Impact on the organization and assess the importance for a change management methodology

Ruring the transformation process. Transformation presents a holistic and dramatic change

When an organization reinvents and redesigns work for organizational performance. Change

has become centre stage to the transformation effort and success. Change management has

Become the focus in transformation strategy. Transformation is only as valuable to the extent

that it helps the employees do their work faster, more efficient, and deliver customer quality.

Transformation does not just create all new processes, it creates new organizations. The

Multidimensional change that radical process redesign brings assures that no aspect of the

Organization is untested. The most important characteristic of a transformed organization is

its customer focus. Not only does the organization put the customer at the centre, but all

systems and staff must be arranged to serve both external and internal customers.


·
m


C 



 
t ti ti 
it
l iti
i
 t ltti
 lti i tii



„ C
i
li

lt
t
„ C
i

 tt
ti
 t
l 
„ C


i
 t it
„ C
it  iti

i 

ü
 ·
 

ri


i tii  i 

il

t 
j tii
ti


t 
i tii  i
 
   t 

t 
i
t t ill liit
t
 iil 
 
i
t t 
„  l
„ Oi
„ C
ii
lt 
„ l liti
 
„ Ctiti

r
 
m


 

Ô
 
   

Ô
  

  

   



   


 
Ô


r

 
 


   


  
  

 

   
  
 


tt iti
l

li
t
t iit

 i t i
jtiit t 

i ii
l
ti
 

i t

t


i ll
 i i

t t

tiiiti
ltit 

O til
 iill tit itt t

ti

t

ilt
  till



 ttt  t t

tit

t t

til
 t


 i ll
 t
til
 
t 
t it
 


litit
t

ti
 il
 i t

ii



i
tit
tit


t 


t
i



 it t i t


t 

i t ili

li it t i
t
t

 ltt it i


t
tiiti

it
t it t i lt  
 t 

tlt
t

l
i
 ti  it 
jti

tit i

 
tt


t 

iti
 t  t
ti
  t
iit t


t  iit


· m 

In nutshell, we observe that senior leadership wants to transform the value-added processes,

as well as make significant differences in the time it takes to respond to customers and make

changes. Without addressing change management planning, forces of change, and social

issues in the context of transformation, expectations and established goals of successful

radical change will not be reached.