Strategy 2030

Strategy 2030 of the Wroclaw University of Economics and Business

The Strategy 2030 of the Wroclaw University of Economics and Business translates the vision “We Inspire Development” into concrete commitments to our staff, learners and partners. In a world defined by rapid economic, technological, and social transformation, including the widespread adoption of artificial intelligence, WUEB does not only seek to respond to change; it aims to co-create it.

The Strategy organises the University’s activity around three core ambitions: the success of learners, research that influences economic practice and public policy and responsible influence on regional, national and global development.

On this page we present the strategic directions, projects and indicators through which we will systematically realise this vision by 2030.

Wroclaw University of Economics and Business

Our vision

We inspire development

Our mission

We create a community
responsible for the future
of the economy, society and business
by fostering an environment conducive
to the development of knowledge
and competences

„The Strategy situates scientific, didactic, organisational and social development at the heart of the University’s identity and ambition. Through collaborative effort, the University will inspire successive generations of students, staff and partners to develop competencies, ideas and initiatives that will shape the future of the economy and society.”

Prof. dr hab. Czesław Zając
Rector of the University of Economics and Business

Strategic Framework: Four Perspectives

The Strategy 2030 of the Wroclaw University of Economics and Business was developed through the work of the Rector’s Strategic Forum 3.0, established in autumn 2019, and broad consultations involving representatives from across the University community and its external environment. More than one hundred participants contributed to its preparation and subsequent updates.

The Strategy systematises what has already been jointly achieved in education, research, cooperation with the external environment and organisational development, while setting a clear direction for the University’s further growth towards 2030.

The Strategy organises existing accomplishments and future ambitions across four interconnected perspectives, each reflecting a fundamental domain of University activity.

1. Learners’ Perspective – Competencies for the Future

This perspective comprises actions defined under the strategic direction “Personalised and flexible education based on the potential of learners.” It emphasises diversified modes of study, flexible timetables, and the possibility of constructing individual learning pathways combining standard programmes with lifelong learning opportunities. This approach supports ambitious choices, responsible planning of personal development, and the building of competencies over the course of a lifetime. Its implementation is evidenced, among other things, by graduate feedback, recruitment outcomes and the scale of revenues derived from lifelong learning and part-time study programmes.

2. Research and Engagement Perspective – Impact on Economy and Society

This perspective unites the strategic directions “Conducting research for social development and knowledge-based innovation,” “Building valuable relations with business and socio-economic partners” and “Strengthening the University’s international standing.” The Strategy positions WUEB as a research centre responding to contemporary economic and social challenges, utilising modern tools including artificial intelligence, and as a credible partner defined by competence, responsibility and quality collaborations. The strength of this dimension is visible in high-quality publications and reports, longstanding and substantive partnerships, revenues from expert services, alumni activity and the University’s presence in international research networks, all of which enhance evidence-informed decision-making capacities in our environment.

3. Staff and Organisational Perspective – Engaged Community

This perspective addresses the strategic directions “Building an organisational culture that ensures dignified and satisfying working and development conditions for University employees” and “Digitisation and automation of University operations.” The Strategy envisions an environment in which staff can identify with the institution — based on collaboration, trust, responsibility and community integration — while internal processes are enhanced through digital solutions, automation of administrative tasks, and responsible use of artificial intelligence. The degree of progress in this perspective is reflected by employee satisfaction indicators and levels of digitisation across University processes and services. Through these efforts, WUEB strengthens operational professionalism, process transparency and conditions conducive to both individual and institutional development.

4. Responsibility for the Future – Sustainable Development and Values

The fourth perspective develops the direction “Implementing solutions that positively impact society and the natural environment.” The strategy views the Wroclaw University of Economics and Business as an institution that minimizes its own carbon footprint and consistently implements good management practices that support sustainable development—through both technical solutions and educational initiatives, as well as projects carried out for the benefit of local communities. This perspective includes, among others, the university’s decarbonization indicator and the number of initiatives undertaken for the surrounding environment—concrete examples showing how our vision “We inspire development” translates into the university’s real impact on its surroundings.

Strategic Directions

Our strategy consists of the following strategic directions:

Conducting research for social development and knowledge-based innovation

Personalised and flexible education based on learner potential

Building valuable relations with business and socio-economic partners

Cultivating an organisational culture that ensures dignified and satisfying working conditions and staff development

Strengthening the University’s international presence

Digitisation and automation of University operations

Implementing solutions that positively impact society and the natural environment

Foundations of the Strategy

The foundations of our strategy form an interconnected system, where each element reinforces the others, collectively building a responsible and modern organisation. The success of this entire framework depends on an engaged University community – without it, none of the areas could function effectively.

Implementation of Strategy 2030

Progress in implementing the Strategy is measured across five interlinked domains. The focus is on project outcomes, financial decisions, staff development and recognition systems, which together allow the University to see not only what has been done but, crucially, how these actions advance institutional development.

1. Semi-annual strategic reviews

Every six months, leadership, project teams, and the academic community convene to review results, benchmark against other universities, update priorities, and launch new initiatives. This ensures that Strategy 2030 is a living document rather than a static plan.

2. Strategic projects with clearly defined success metrics

Every strategic project has defined objectives, success indicators and budgets. Measurement emphasises the degree of attainment rather than the volume of activities, revealing how strategy translates into substantive change.

3. Budgeting and controlling aligned with strategy

The University monitors the proportion of financial resources supporting strategic priorities. Its budgeting and controlling system indicates where acceleration is needed and where expenditure should be moderated, ensuring that financial flows follow the University’s most important developmental goals.

Strategic Projects: Our Progress

The first strategic project pursued in this direction is the application for the prestigious AACSB institutional accreditation. This is a step that brings the University closer to the ranks of the world’s leading business schools.

AACSB Business Education Alliance Member

AACSB Accreditation: strengthening WUEB’s brand, quality and global standards

Project description: The project encompasses the preparation and implementation of comprehensive organisational, educational and quality-related changes leading to AACSB accreditation. Within the project, the University will develop processes for managing the quality of education, data governance, research support and staff development, in order to meet international standards of academic excellence and social responsibility.

Project objective: Obtaining the prestigious AACSB institutional accreditation

Activities:

Obtaining institutional accreditation
Embedding knowledge of the accreditation process across the University community
Promoting Strategy 2030
“InspirujeMY – The Power of Inspiration” activities
Preparing the campus for the Peer Review Team (PRT) visit
Communication activities following the potential award of accreditation

The first outcome of this project is a film about Strategy 2030. In it, the Rector, researchers and the University’s international community present the Strategy in action, from research on the European certification system for cancer centres to projects transforming the world beyond the campus. It is proof that our model works, and that people are its foundation.

Discover all the foundations of the Strategy 2030 of Wroclaw University of Economics and Business!

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