Capabilities required for our industry-connected graduates strategy
6 capabilities · 5 faculties · 30 cells · One strategic question · Annotation where the conversation will go.
Partially ready — gaps identified
Significant investment required
| Strategic Capability |
Health Sci |
Business ★ |
Engineering |
Arts & Design |
Education |
| Employer Partnership Mgmt |
● |
● |
● |
● |
● |
| Work-Integrated Learning |
● |
● |
● |
● |
● |
| Industry Credential Alignment |
● |
● |
● |
● |
● |
| Graduate Outcomes Tracking |
● |
● |
● |
● |
● |
| Student Advising & Pathways |
● |
● |
● |
● |
● |
| Applied Research Integration |
● |
● |
● |
● |
● |
So what
Health Sciences has built the enabling infrastructure our strategy requires. Four faculties have not. The first three capabilities — employer partnerships, work-integrated learning, credential alignment — represent the core gap. Without these, the industry-connected graduates strategy cannot deliver.
★ Business column, rows 1 & 3
This is where the CFO will push back. Business Programs is the largest faculty by enrolment, and both Employer Partnership and Credential Alignment show red. The investment case here is significant. Have your numbers ready.
⚠ Applied Research Integration — caveat
This is where the evidence is weakest and you will need to say so. Health Sciences shows amber, not green, and Engineering is the only green. The maturity assessments for this capability relied on self-reporting with limited validation. If someone challenges this row, acknowledge the limitation rather than defending it.