1. Mission, Vision, and Core Values
1.1. Mission
|
HSB educates young talents to become the leaders, executives, and managers for both Public and Private sectors. |
1.2. Vision
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HSB is always a reputable School of Business & Management in Vietnam and in the World for interdisciplinary research and training combining 3 academic pillars of Management, Technology, and Security. |
1.3. Core Values: I – P – Q
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INNOVATION |
PIONEERING |
QUALITY |
1.4. HSB Student Core Values
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Health |
Ethics |
Will |
Talent |
Love |
Duty |
2. Long-term Strategic Goals and Objectives
HSB strives to be a Top 100 Business School in Asia by 2030 and Top 500 Worldwide by 2045.
Goal 1: Alignment with International Quality Standards
- Maintain ACQUIN accreditation continuously throughout 2025-2030 with zero major non-compliance findings
- Achieve and sustain a minimum QS Stars Rating of 4 Stars by 2026
- Submit AACSB eligibility application by 2027, complete 70% of iSER requirements by 2029
- Position HSB among the Top 100 Business Schools in Asia by 2030
Goal 2: Development of Management of Non-Traditional Security (MNS)
- Implement at least 10 MNS-related research projects by 2030, with minimum 2 international projects
- Publish at least 50 MNS-related peer-reviewed articles in WOS/Scopus indexed journals by 2030
- Establish formal collaboration with at least 3 international MNS institutions by 2030
- Organize at least 2 international MNS policy forums during 2026-2030
Goal 3: Expansion of Global Academic Networks
- Expand global partner network to at least 30 active international institutions by 2030
- Implement student exchange programs involving at least 10% of enrolled students by 2030
- Organize at least 1 international academic activity per year from 2026-2030
- Facilitate at least 2 faculty exchanges per year from 2026-2030
Goal 4: Digitalization and AI Implementation
- Digitalize at least 90% of internal administrative procedures by 2027
- Digitalize at least 90% of academic procedures by 2028
- Integrate AI-supported tools into at least 80% of all academic programs by 2030 (50% by 2027)
- Provide annual digital and AI competency training to 100% of staff
Goal 5: Improving Employability for HSB Students
- Review and innovate all curricula at least twice during 2025-2030
- Organize at least 1 career fair per year and engage with minimum 30 companies per year
- Maintain graduate employment rate of at least 90% within 12 months of graduation
- Ensure at least 50% of newly enrolled students achieve minimum B2 level of English proficiency
3. Balanced Scorecard – Action Plan
The Balanced Scorecard is designed across 4 perspectives: Financial, Customer (Students/Partners), Internal Process, and Learning & Growth.
3.1. Financial Perspective
|
Objective (KPO) |
KPI |
Target |
Freq. |
Owner |
Action Plan |
|
Increase training revenue |
Revenue growth rate |
≥10%/year |
Annual |
Finance and Planning Dept. |
Expand enrollment, new programs |
|
Diversify revenue sources |
Research/consulting revenue % |
≥20% |
Annual |
FOM/FONS/FOMC /ITM |
Research projects, consulting |
|
Budget efficiency |
Investment/total spending |
≥30% |
Quarterly |
Finance and Planning Dept. |
Cost optimization, focused investment |
3.2. Customer Perspective (Students/Partners)
|
Objective (KPO) |
KPI |
Target |
Freq. |
Owner |
Action Plan |
|
Enhance admission quality |
Students with B2 English |
≥50% |
Annual |
Admissions Committee/UPMO |
EQ interviews, pool of applicants to raise standards |
|
Student satisfaction |
Student Evaluation |
≥4.2/5.0 |
Semester |
Student Affairs/UPMO |
Collect feedback, improve services |
|
Graduate employment |
Employment within 12 months |
≥90% |
Annual |
Quality Assurance |
Career fairs, on-site company engagement interviews |
|
International partnerships |
Active international partners |
≥30 |
Annual |
Intl Office |
Sign MOUs, implement exchanges |
3.3. Internal Process Perspective
|
Objective (KPO) |
KPI |
Target |
Freq. |
Owner |
Action Plan |
|
Curriculum innovation |
Curriculum reviews |
≥2 per 5 years |
Biennial |
Academic Comittee |
Experts, market, and students’ responses |
|
Digitalization |
Digitalized processes |
≥90% |
Annual |
IT |
Implement ERP, e-workflows |
|
AI integration |
AI implementation in teaching and administration activities |
≥80% |
Annual |
Academic |
Faculty training, AI tools |
|
Maintain ACQUIN |
Periodic review results |
0 major findings |
Per cycle |
QA Dept/Intl Office |
Documentation, continuous improvement |
|
AACSB preparation |
iSER completion progress |
≥70% |
Annual |
QA Dept/Intl Office |
Submit eligibility 2027, iSER 2029 |
3.4. Learning & Growth Perspective
|
Objective (KPO) |
KPI |
Target |
Freq. |
Owner |
Action Plan |
|
Faculty development |
Faculty with doctoral degrees |
≥85% |
Annual |
HR |
Scholarships, academic exchanges |
|
International publications |
WOS/Scopus articles/year |
0.5/lecturer/year |
Annual |
Academic department |
Funding support, writing workshops |
|
Digital competency |
Staff trained in AI/digital |
100% |
Annual |
IT Center |
Internal training programs/manuals |
|
Innovation culture |
Innovation initiatives/year |
≥5 |
Annual |
CEI |
Innovation contests, recognition |
