El Sistema Universitario de Posgrado Privado no tiene un buen posicionamiento en
américa latina debido a problemas estructurales que está en proceso de resolver. En el
presente Planeamiento Estratégico se plantea como visión que para el 2025 logre posicionarse
entre los cinco primeros puestos de la región latinoamericana, siendo reconocido por la
disponibilidad de docentes de alto nivel académico, la eficacia en la gestión y administración
del sistema, con profesionales comprometidos en la investigación, capaces de contribuir en
los diferentes sectores productivos de nuestro país. Para alcanzar la visión se formuló seis
objetivos de largo plazo, relacionados con la inserción de los alumnos de posgrado en los
diferentes sectores productivos de nuestro país, incrementar el aporte de publicaciones
científicas con estándares internacionales, incrementar las acreditaciones de las carreras
profesionales universitarias y elevar el grado académico de los docentes.
Se formularon 14 estrategias de las cuales se retuvieron ocho, quedando seis
estrategias de contingencia. Como resultado de las matrices se muestra el lento crecimiento
con poca capacidad competitiva, por lo que requiere reducir la masificación de los servicios,
para concentrarse en aquellos programas que tengas mejores condiciones de calidad, avanzar
mediante estrategias intensivas, y aliarse con quienes comparte intereses comunes.
Asimismo se definieron 18 objetivos a corto plazo para poder lograr los objetivos a
largo plazo, y se asignaron los recursos respectivos. Se diseñaron diez políticas, se elaboró el
organigrama con integración de roles, y se describió la manera de gestionar el cambio para
poder concretizar lo propuesto. En el Tablero de Control Balanceado se comparan los
indicadores, unidades y periodos establecidos para cada uno de los Objetivos a Corto Plazo
considerando cada una de las perspectivas. El Sistema Universitario de Posgrado Privado
Peruano no ha desarrollado clústeres lo cual es importante conformar para favorecer su
competitividad y posicionamiento.The Private Postgraduate University System does not have a good position in Latin
America due to the structural problem that is in process to be solved. This Strategic Concept
will lead to achieve the vision that has been set for 2025, which is to get a position between
the top five of the Latin American Region, and to be recognized by the availability of high
academic level professors, efficiency at managing the system, with professional committed to
make researches and to be able to contribute at the different productive sectors of our
country. In order to reach the vision, six long-term goals were formulated, which are related
to the insertion of postgraduate students at different productive sectors of our country, the
increase of scientific publications with international standards, the increase of professional
careers accreditations and the raise of the academic grade of professors.
Fourteen strategies were formulated, from which eight were kept, and six were left as
contingency strategies. As a result from the matrices, a slow growth with poor
competitiveness is shown. That is why it is required to reduce the growth of services, in order
to focus on those programs that have better quality conditions, in order to go forward through
intensive strategies, and also in order to establish bounds with ones who share common
interests.
Likewise, eighteen short-term goals were defined in order to achieve the long-term
goals. These are the respective resources. Ten policies were designed, the organizational
chart with the integration of roles was elaborated; and the way in order to manage the change
to put into practice the proposals was described. Indicators, units, and periods established for
each short-term goal are compared on the Balanced Control Table considering each one of
the perspectives. The Peruvian Private Postgraduate University System has not developed
clusters, which are important to be established in order to favor its competitiveness and its
positioning.Tesi
