{"id":259515,"date":"2025-12-17T09:03:48","date_gmt":"2025-12-17T08:03:48","guid":{"rendered":"https:\/\/uew.pl\/?page_id=259515"},"modified":"2026-02-03T11:21:56","modified_gmt":"2026-02-03T10:21:56","slug":"strategy-2030","status":"publish","type":"page","link":"https:\/\/uew.pl\/en\/strategy-2030\/","title":{"rendered":"Strategy 2030"},"content":{"rendered":"\n

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Strategy 2030 of the Wroclaw University of Economics and Business<\/h2>\n\n\n\n

The Strategy 2030 of the Wroclaw University of Economics and Business<\/strong> translates the vision \u201cWe Inspire Development\u201d 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.<\/p>\n\n\n\n

The Strategy organises the University\u2019s activity around three core ambitions<\/strong>: the success of learners, research that influences economic practice and public policy and responsible influence on regional, national and global development.<\/p>\n\n\n\n

On this page we present the strategic directions, projects and indicators<\/strong> through which we will systematically realise this vision by 2030.<\/p>\n<\/div>\n\n\n\n

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\"Wroclaw<\/figure>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n
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Our vision<\/h2>\n\n\n\n

We inspire development<\/p>\n<\/div>\n\n\n\n

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Our mission<\/strong><\/h2>\n\n\n\n

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<\/p>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

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\"prof.<\/figure>\n<\/div>\n\n\n\n
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\u201eThe Strategy situates scientific, didactic, organisational and social development at the heart of the University\u2019s identity and ambition. <\/em>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.”<\/p>\n\n\n\n

Prof. dr hab. Czes\u0142aw Zaj\u0105c<\/strong>
Rector<\/em> of the University of Economics and Business<\/em><\/em><\/p>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

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Strategic Framework: Four Perspectives<\/strong><\/h2>\n\n\n\n

The Strategy 2030 of the Wroclaw University of Economics and Business was developed through the work of the Rector\u2019s 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. <\/p>\n\n\n\n

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\u2019s further growth towards 2030.<\/p>\n\n\n\n

The Strategy organises existing accomplishments and future ambitions across four interconnected perspectives, each reflecting a fundamental domain of University activity.<\/p>\n<\/div>\n\n\n\n

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t1. Learners\u2019 Perspective \u2013 Competencies for the Future<\/strong><\/strong><\/span><\/div>

This perspective comprises actions defined under the strategic direction\u00a0\u201cPersonalised and flexible education based on the potential of learners.\u201d\u00a0It 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.\u00a0<\/p><\/div><\/div>

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t2. Research and Engagement Perspective \u2013 Impact on Economy and Society<\/strong><\/strong><\/span><\/div>

This perspective unites the strategic directions\u00a0\u201cConducting research for social development and knowledge-based innovation,\u201d\u00a0\u201cBuilding valuable relations with business and socio-economic partners\u201d\u00a0and\u00a0\u201cStrengthening the University\u2019s international standing.\u201d\u00a0The 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\u2019s presence in international research networks, all of which enhance evidence-informed decision-making capacities in our environment.\u00a0<\/p><\/div><\/div>

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t3. Staff and Organisational Perspective \u2013 Engaged Community<\/strong><\/strong><\/span><\/div>

This perspective addresses the strategic directions\u00a0\u201cBuilding an organisational culture that ensures dignified and satisfying working and development conditions for University employees\u201d\u00a0and\u00a0\u201cDigitisation and automation of University operations.\u201d\u00a0The Strategy envisions an environment in which staff can identify with the institution \u2014 based on collaboration, trust, responsibility and community integration \u2014 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.<\/p><\/div><\/div>

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t4. Responsibility for the Future \u2013 Sustainable Development and Values<\/strong><\/strong><\/span><\/div>

The fourth perspective develops the direction \u201cImplementing solutions that positively impact society and the natural environment.\u201d\u00a0The 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\u2014through 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\u2019s decarbonization indicator and the number of initiatives undertaken for the surrounding environment\u2014concrete examples showing how our vision \u201cWe inspire development\u201d translates into the university\u2019s real impact on its surroundings.<\/p><\/div><\/div><\/div><\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

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Strategic Directions<\/strong><\/h2>\n\n\n\n

Our strategy consists of the following strategic directions:<\/p>\n<\/div>\n\n\n\n

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1.<\/strong><\/p>\n\n\n\n

Conducting research for social development and knowledge-based innovation<\/strong><\/p>\n<\/div>\n\n\n\n

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2.<\/strong><\/p>\n\n\n\n

Personalised and flexible education based on learner potential<\/strong><\/p>\n<\/div>\n\n\n\n

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3.<\/strong><\/p>\n\n\n\n

Building valuable relations with business and socio-economic partners<\/strong><\/p>\n<\/div>\n\n\n\n

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4.<\/strong><\/p>\n\n\n\n

Cultivating an organisational culture that ensures dignified and satisfying working conditions and staff development<\/strong><\/p>\n<\/div>\n\n\n\n

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5.<\/strong><\/p>\n\n\n\n

Strengthening the University\u2019s international presence<\/strong><\/p>\n<\/div>\n\n\n\n

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6.<\/strong><\/p>\n\n\n\n

Digitisation and automation of University operations<\/strong><\/p>\n<\/div>\n\n\n\n

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7.<\/strong><\/p>\n\n\n\n

Implementing solutions that positively impact society and the natural environment<\/strong><\/p>\n<\/div>\n<\/div><\/div>\n<\/div><\/div>\n\n\n\n

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Foundations of the Strategy<\/h2>\n\n\n\n

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.<\/p>\n<\/div>\n\n\n\n

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Implementation of Strategy 2030<\/strong><\/h2>\n\n\n\n

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. <\/p>\n<\/div>\n\n\n\n

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t1. Semi-annual strategic reviews<\/strong><\/strong><\/span><\/div>

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\u00a0living document\u00a0rather than a static plan.\u00a0<\/p><\/div><\/div>

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t2. Strategic projects with clearly defined success metrics<\/strong><\/strong><\/span><\/div>

Every strategic project has defined objectives, success indicators and budgets. Measurement emphasises the\u00a0degree of attainment\u00a0rather than the volume of activities, revealing how strategy translates into substantive change.\u00a0<\/p><\/div><\/div>

\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t<\/path><\/svg>\n\t\t\t\t\t\t\t<\/span>\n\t\t\t3. Budgeting and controlling aligned with strategy<\/strong><\/strong><\/span><\/div>

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\u00a0University\u2019s most important developmental goals.\u00a0<\/p><\/div><\/div><\/div><\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

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Strategy 2030<\/h2>\n\n\n\n

Discover all the foundations of the Strategy 2030 of Wroclaw University of Economics and Business!<\/p>\n\n\n\n

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View Document<\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n
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\"Strategy<\/figure>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

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