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Tec de Monterrey will focus its talent and energy on seven strategic initiatives in the coming years.
The COVID-19 pandemic has wrought countless global challenges and also areas of opportunity. Tecnologico de Monterrey has taken the pandemic as an opportunity to reflect on how the Institution should evolve over a five-year horizon. In this context, David Garza, President of Tecnológico de Monterrey, unveiled the 2025 Strategic Plan last month.
This plan aims to highlight the Institution’s needs in the coming years and develop responses to these challenges. Defining the 2025 plan is part of the vision towards the 2030 educational model. It starts at the intersection of the new challenges and opportunities arising from the pandemic and casts a view toward the direction that the Institution is heading in the next ten years.
“Our vision: Leadership, innovation, and entrepreneurship for human flourishing.”
The 2025 Strategic Plan sets out seven strategic initiatives to achieve the vision and organize the changes that have arisen.
1. A bet on talent
The objective is to attract international pedagogical leaders who inspire the community, raise academic standards, generate collaborative, innovative environments, and strengthen the Institution’s prestige. The university will also seek to attract the best multi-dimensional students to train and collaborate with world-class teachers and researchers.
2. Boost research, innovation, and entrepreneurship
The most pressing social problems are resolved through research, innovation, and entrepreneurship. Tec de Monterrey will promote community involvement in research activities to create an innovative environment that enriches students’ training and Tec’s activities. The Institution will position itself as a global leader of impactful, innovative solutions formulated in an entrepreneurial ecosystem. It will achieve this by creating three high-impact research centers focused on finding solutions to social problems, covering interdisciplinary research, innovation, and entrepreneurship.
3. Consolidation of the Tec21 Educational Model
Some aspects of the Tec21 Educational Model will continue evolving to incorporate digital education experiences and extend their reach, promoting collaboration among teachers, students, and training partners. Incorporating digital education experiences will facilitate expanding the university’s program offerings and training experiences. The goal is to prepare students for the environment of the future.
4. Ecosystem of relationships, connection, and learning
The current world volatility has driven Tec to offer an ecosystem featuring platforms in different modalities: face-to-face, online, and hybrid. These modalities aim to develop competencies, skills, and knowledge through its evolving relationship model, taking full advantage of the campus network to expand its reach. This will be achieved primarily through a project platform of connection, learning, and creation that seeks to increase the influence of individuals and organizations connected with Tec. In addition to the evolving campus and continuing education models, the Institution plans to generate lifelong education.
5. Global Tec
This initiative seeks to go beyond student mobility. Relations with international organizations having global prominence is a core driving strategy that leads to vision development. A corollary strategy is to enrich the training of our students as global citizens. Thus, the strategy of international relations, mobility, and positioning seek to increase Tec’s global prestige.
6. Environment for human flourishing
Tec aims to be a balanced community in the seven dimensions of well-being: physical, intellectual, emotional, spiritual, occupational, social, and financial. It seeks to be a national example of a sustainable, inclusive university that promotes the arts and philanthropic culture. This will be achieved through various projects, including integral student wellness, sustainable DNA as promulgated by the Sustainable Development Goals (SDG), diversity and inclusion in the Institution’s culture, the arts, experimentation and transformation, and the strengthening of philanthropic culture.
7. Enablers of our transformation
To achieve the goals by 2025, Tec must address specific aspects: strengthening and diversifying income sources, developing value-added processes that enrich the public’s experiences, and constructing a new innovative management model that focuses on public services.
Tec’s 2025 Strategic Plan is available in Spanish to the community at large at the following link: https://tec.mx/es/planestrategico2025
Translation by Daniel Wetta.
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This article from Observatory of the Institute for the Future of Education may be shared under the terms of the license CC BY-NC-SA 4.0 
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