Vision, Mission, and Core Values
As mindful of the core business of any higher educational institution, MCBS has developed its mission, vision, and core values to play a profound role in achieving the goals of the Sultanate of Oman.
Strategic pillars
The development process took into account four key perspectives, namely, customers (students, employers, and community), people (faculty, staff, and leadership), finance (sustainability and resource optimization), and operations (processes, technology, and infrastructure) that form the basis for aligning strategic objectives across all areas. Consequently, this balanced approach supported the development of the following key strategic pillars:
Strategic Pillar 1 (SP1)
Student Academic Excellence
Objectives:
- Develop and implement industry-relevant, bilingual, and vocational programs.
- Align academic programs with national (Vision 2040) and global market trends.
- Regularly review and update curricula to meet 21st-century skills demands.
Objectives:
- Enhance faculty professional development and teaching methodologies.
- Improve online course content, delivery, and assessments.
- Ensure the availability of efficient, up-to-date educational resources.
Objectives:
- Enhance academic advising, career support, and scholarships.
- Improve student accommodation, campus facilities, and extracurricular activities.
- Provide part-time work and internship opportunities for students.
Objectives:
- Maintain and promote local and international accreditations.
- Develop partnerships with leading professional bodies.
- Enhance global visibility and reputation of MCBS programs.
Objectives:
- Encourage faculty and student research in innovation.
- Develop TESOL and CELTA certification programs.
- Strengthen alumni involvement in mentorship and advisory roles.
Strategic Pillar 2 (SP2)
Research, Development, and Consultancy
Objectives:
- Enhance Faculty Research Support and Development
- Establish a Comprehensive Research Mentorship Program
Objectives:
- Support the Adoption of Emerging Technologies in Research
- Promote Innovation through Internal Research Competitions
Objectives:
- Strengthen MCBS Affiliations and Partnerships for Collaborative Research and Consultancy
- Expand Regional and International Positioning for Research and Consultancy
Objectives:
- Attract External Funding for Research Projects
- Develop Strong Relationships with Funding Agencies
Objectives:
- Strengthen Research Ethics and Compliance
Objectives:
- Facilitate Knowledge Transfer between Academia and Industry
Strategic Pillar 3 (SP3)
Faculty and Support Staff
Objectives:
- Develop a Comprehensive Faculty and Staff Training Program
- Implement a Career Progression Framework with Clear Growth Pathways
Objectives:
- Develop an Employee Engagement and Satisfaction Strategy
Objectives:
- Implement a Performance Evaluation and Development System
Objectives:
- Conduct Market Research to Benchmark Compensation & Benefits
Objectives:
- Develop Tailored Retention Programs
Strategic Pillar 4 (SP4)
Institutional Growth & Global Recognition
Objectives:
- Qualify MCBS to Become a university
Objectives:
- Develop a Competitive Edge Strategy Over International Institutions
Objectives:
- Strengthen MCBS’s Regional and International Market Share
Objectives:
- Strengthen Data Utilization for Decision-Making
Objectives:
- Strengthen MCBS’s Involvement in National Education & Policy Discussions
Objectives:
- Encourage Innovation and Research Excellence
Strategic Pillar 5 (SP5)
Industry Outreach and Engagement
Objectives:
- Develop and Promote Integrated Consultancy Services
- Leverage Staff and Student Expertise for Industry Support
Objectives:
- Engage Public & Private Sectors to Foster Strategic Partnerships
Objectives:
- Build and Promote a Portfolio of Certification Programs
- Offer Professional Development Programs Based on Market Needs
Objectives:
- Review and Revise Academic Programs Based on Industry Trends
- Launch New Programs to Address Emerging Global Trends
MCBS Strategic Pillar Alignment to Oman Vision 2040 priorities
The table below illustrates MCBS key MCBS Objectives, which are under MCBS strategic pillars, with the Oman vision 2040 priorities and strategic directions. This is essential to address the national agenda on impacting focus areas such as education, scientific research, national capabilities, economic diversification, sustainability, labor market, international cooperation.
Modern College of Business and Science
Oman Vision 2040
Strategic Pillar |
Key Objectives |
Strategic Direction |
Priorities |
|---|---|---|---|
Student Academic Excellence | Develop and implement industry-relevant, bilingual, and vocational programs | Inclusive Education & Lifelong Learning | Education, Learning, Scientific Research and National Capabilities |
Research, Development & Consultancy | Support the Adoption of Emerging Technologies in Research & Expand Regional and International Positioning for Research and Consultancy | Knowledge & Innovation-Based Economy & Scientific Research that Leads to a Knowledge-based Society | Economic Diversification and Fiscal Sustainability & Education, Learning, Scientific Research and National Capabilities |
Faculty & Support Staff | Develop a Comprehensive Faculty and Staff Training Program | Dynamic Labor Market that Attracts Talents | Labor Market and Employment |
Institutional Growth & Global Recognition | Strengthening MCBS’s Regional and International Market Share | Sustainable Economy that Is Based on Technology, Knowledge and Innovation | Economic Diversification and Fiscal Sustainability |
Industry Outreach & Engagement | Engage Public & Private Sectors to Foster Strategic Partnerships | An Empowered Private Sector Driving a National Economy that is Competitive | The Private Sector, Investment, and International Cooperation |
Institutional Key Performance Indicators (KPIs)
To measure the success of the MCBS Strategic Plan, a set of institutional KPIs, as depicted in the figure below, have been defined across key strategic pillars. These KPIs are designed to ensure accountability, tracking progress, and alignment with institutional goals.
