IIUM 2013-2020 Strategic Plan

IIUM 2013-2020
STRATEGIC
PLAN
“PREMIER GLOBAL ISLAMIC UNIVERSITY”
Foreword by 04 Strategic Core Value – 38
President of IIUM Good Governance
• Background
Acknowledgement by 05 • Goal
Rector of IIUM • Impact
• Action Plans
CHAPTER 1 09
Introduction Strategic Pillar 1 : 45
Quality Teaching and Learning
CHAPTER 2 19 • Background
Framework of the Strategic Plan • Goal
• Impact
CHAPTER 3 33 • Action Plans
IIUM Strategic Plan
Key Result Areas (KRAs) Strategic Pillar 2 : 50
Strategic Foundation - Islamisation Research and Innovation
• Background • Background
• Goal • Goal
• Impact • Impact
• Action Plans • Action Plans
CONTENTS
Strategic Pillar 3 : 54 Strategic Pillar 6 : 69
Internationalisation Financial Sustainability
• Background • Background
• Goal • Goal
• Impact • Impact
• Action Plans • Action Plans
Strategic Pillar 4 : 60
Holistic Student Development
• Background
• Goal
• Impact
• Action Plans
Strategic Pillar 5 : 64
Talent Management
• Background
• Goal
• Impact
• Action Plans
IIUM 2013-2020 • STRATEGIC PLAN
“Premier Global Islamic University”
PRESIDENT OF INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA
T he Government has embarked on the National Higher Education Strategic Plan Beyond
2020 with the objective to meet the nation’s developmental needs and raise its stature in
the international arena.
The university equips individuals with the required knowledge, skills and competencies that
contribute to the nation’s social and economic well being. Towards this end, Malaysia is
committed to enhance human capital through the National Higher Education Strategic Plan
(NHESP) which outlines 7 strategic thrusts as the basis for transforming higher education
development through 2020.
In our mission to transform Malaysia into a prosperous and developed country, we need to
ensure that our higher education has a strong, stable and effective foundation. Knowledge is
the driving force of growth and advancement. In this context, education and the development
of human capital are crucial for the sustainability of progress in any nation. Hence, collective
and concerted efforts have been put in place to transform Malaysia into a knowledge-based
economy that places a premium on creativity and innovation. Thus, the IIUM 2013-2020
Strategic Plan emphasizes on developing human capital and intellectual capital to support and
realise the national aspiration of a well-developed, prosperous and competitive nation.
The IIUM 2013-2020 Strategic Plan outlines one foundation which is Islamisation, a core
value of Good Governance and six (6) pillars; Quality Teaching and Learning, Research
and Innovation, Internationalisation, Holistic Student Development, Talent Management and
Financial Sustainability that focus on improvement and adding value to elevate the University
to a level of excellence. The transformation of the University is our devotion to move forward in
order to achieve the National Mission and Vision 2020.
TAN SRI MOHD. SIDEK HASSAN
4 Garden of Knowledge and Virtue

ACKNOWLEDGEMENT
RECTOR OF INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA
T he formulation of the IIUM 2013-2020 Strategic Plan is a step towards realizing the demands
of the country in the higher education arena. International Islamic University Malaysia (IIUM)
was established to undertake the special and greatly needed task of reforming the mindset
of the contemporary society and integrating divine knowledge with acquired knowledge in a
positive manner.
To meet market demands and support the National Mission and Vision 2020, this strategic
plan aims to enhance the quality, creativity, competitiveness, and innovativeness in higher
education.
IIUM aspires to anchor excellence to be the Premier Global Islamic University; thus the
University aims to produce better quality intellectuals, professionals and scholars by integrating
the qualities of faith, knowledge, and good character so that they would be able to serve
as agents of comprehensive and balanced progress as well as sustainable development in
Malaysia and in the world.
It is hoped that the IIUM 2013-2020 Strategic Plan will reinforce the culture of teaching and
learning, as well as research at every level to enable the University to produce human capital
with the highest quality of knowledge, skills, creativity, innovativeness and competitiveness, as
well as high moral and ethical values.
PROF. DATO’ SRI DR. ZALEHA KAMARUDDIN
Garden of Knowledge and Virtue 5

CHAPTER 1
INTRODUCTION

CHAPTER 1
INTRODUCTION
1. OVERVIEW
The first chapter begins with the following quotations of wisdom on the importance of history:
“Study the past if you would define the future.”

― Confucius
“If you don’t know history, then you don’t know anything. You are a leaf that doesn’t know it is
part of a tree.”
― Michael Crichton
“A small body of determined spirits fired by an unquenchable faith in their mission can alter the
course of history”
- Mahatma Gandhi
“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high
with difficulty, and we must rise with the occasion. As our case is new, so we must think anew
and act anew”
- Abraham Lincoln
Taking the wisdom of the above quotations and to provide a better and clearer direction to this
3rd IIUM Strategic Plan, a reminiscence of IIUM’s establishment history is worthwhile.
1.1. Brief History

The idea of establishing the International Islamic University Malaysia (IIUM) was mooted on
January 12, 1982 by the Right Honourable Prime Minister, Datuk Seri Dr. Mahathir Mohamad
at a meeting with the Minister of Education, the Director General of Education and a few senior
academic officials of local universities, including Tan Sri Prof. Dr. Mohd Kamal Hassan, of the
National University of Malaysia. He was given the task of preparing the first working paper on
the concept of the university which the Prime Minister had in mind.
On February 12, 1982 the paper was submitted to and agreed upon by the Prime Minister. A
committee was then formed, consisting of all the Vice-Chancellors of local universities, senior
officials of the Ministry of Education and representatives from the Prime Minister’s Department
to review the paper which was later submitted and subsequently approved by the Cabinet.
A Task Force headed by the then Deputy Vice-Chancellor of the Agriculture University of
Malaysia, Dato’ Prof. Dr. Ariffin Suhaimi was then formed to facilitate its establishment. He was
appointed by the Minister of Education and was the Coordinator of the task force.

The IIUM was officially established on May 10, 1983 and incorporated under the Companies
Act (1965) after an amendment to the Universities and University Colleges Act 1971 was
made. The Memorandum and Articles of Association which also formed the constitution of the
university were duly registered on the above date.
On May 20, 1983 the IIUM received its establishment order from His Majesty the Yang Di
Pertuan Agong after an exchange of diplomatic note of co-sponsorship between the government
of Malaysia, a number of Muslim Governments and the Organisation of Islamic Conference.
Under the Constitution, the ruling body of the University is the University Board, The first Board
Meeting consisted of two original subscribers convened their first meeting on May 27, 1983 to
facilitate recruitment and to prepare for the physical development of the site.
Soon, all members of permanent Board of Directors (renamed as Board of Governors) were
registered with the Registrar of Companies and the Board of Governors was formed. The
first Board of Governors meeting attended by all members was held on September 3, 1983.
In this meeting all the preparations and initial work which had been carried by the task force
committee were ratified.
The meeting on September 3, 1983 also saw the appointment of Tun Hussein Onn as the first
President of the University and the formation of the University Council (referred to as Majlis).
In that meeting Dato’ Prof. Dr. Ariffin Suhaimi, the head of the task force committee was also
appointed as the Deputy Rector and at the same time acted for the Rector.
Using the powers of Acting Rector, the Deputy Rector of the University formed the Senate on
September 16, 1983 and made appointments for the establishment of Kulliyyahs and other
departments.
The first batch of 153 students from within and outside Malaysia were enrolled in July 1983 for
the 1983/84 academic year. Courses under the Kulliyyah of Economics and the Kulliyyah of
Laws were offered. The University also had the Centre for Fundamental Knowledge and the
Language Centre.
The first Rector, Tan Sri Prof. Dr. Muhammad M. Abdul Rauf was appointed on December 1,
1983. Since then, the IIUM has witnessed four rectors; Dato’ Dr. Abdul Hamid A. AbuSulayman
(1988- 1998), Tan Sri Prof. Dr. Mohd Kamal Hassan (1999- 2006), Prof. Dato’ Sri Dr. Syed
Arabi Idid (2006- 2011) and Prof. Dato’ Sri Dr. Zaleha Kamarudin (2011- at present).
1.2. Philosophy
The philosophy of the university was inspired by the recommendations of the first World
Conference on Muslim Education held in Mecca in A.H. 1398/ A.D 1977. The spirit of this
philosophy is based on the Holy Qur’an, in particular the five verses revealed to the Prophet
Muhammad S.A.W., namely Al-Alaq, verses 1-5 :
• Read! In the name of the thy Lord and Cherisher, Who created
• Created man, out of a leech-like clot

• Read! And thy Lord is Most Bountiful

• He Who taught (the use of) the Pen
• Taught man that which he knew not
The spirit behind this recognition of Allah as the Lord of the World (Rabbal-Alamin) represents
the apex in the hierarchy of knowledge.
Knowledge is a form of trust (amanah) from Allah to man, and hence man should utilize
knowledge according to Allah’s will in performing his role as the servant and vicegerent
(khalifah) of Allah on earth. In this way, the seeking of knowledge is regarded as an act of
worship.
1.3. Vision
Inspired by the world-view of tawhid and the Islamic philosophy of the unity of knowledge as
well as its concept of holistic education,
The IIUM aims to become a leading international centre of educational excellence which:
• Revitalizes the intellectual dynamism of Islam and the Muslim Ummah;
• Integrates Islamic revealed knowledge and values in all academic disciplines and
educational activities;
• Seeks to restore a leading and progressive role of the Muslim Ummah in all branches
of knowledge; thereby,
• Contributing to the improvement and upgrading of the qualities of human life
and civilisation.
The summary of the Vision statement is:

The IIUM will become a leading international centre of educational excellence, to restore the
dynamic and progressive role of the Muslim Ummah in all branches of knowledge.
1.4. Mission
The IIUM endeavours to achieve Islamisation, Internationalisation, Integration and
Comprehensive Excellence. (I.I.I.C.E. or “Triple-I” CE). The summary of the Mission should
read as follows:
i. Integration
• To undertake the special and greatly needed task of reforming the contemporary
Muslim mentality and integrating Islamic Revealed Knowledge and Human
Sciences in a positive manner.
ii. Islamisation
• To produce better quality intellectuals, professionals and scholars by integrating the
qualities of faith (iman), knowledge (`ilm), and good character (akhlaq) to serve as agents
of comprehensive and balanced progress as well as sustainable development in Malaysia
and in the Muslim world.
• To foster the Islamisation of the ethics of Muslim academic and administrative staff of
the IIUM, and certain aspects of human knowledge - particularly in the social sciences
and humanities - with the view of making them more useful and more relevant to the
Muslim Ummah.
iii. Internationalisation
• To exemplify an international community of dedicated intellectuals, scholars, professionals,
officers and workers who are motivated by the Islamic world-view and code of ethics as
an integral part of their work culture.
• To enhance intercultural understanding and foster civilisation dialogues in Malaysia as
well as across communities and nations.
and
iv. Comprehensive Excellence

• To nurture the quality of holistic excellence which is imbued with Islamic moral-spiritual
values, in the process of learning, teaching, research, consultancy, publication,
administration and student life.
• To develop an environment, which instils commitment for life-long learning and a deep
sense of social responsibility among staff and students.
1.5. The Objectives of the University

i) To revitalize the Islamic concept of learning which considers the seeking of knowledge
as an act of worship and the spirit behind the pursuit of scientific enquiry as inspired
by the teachings of the Holy Quran.
ii) To re-establish, with Allah’s help, the primacy of Islam in all fields of knowledge
consistent with the Islamic tradition of the pursuit of knowledge and truth, as reflected
by those pioneering works of early Islamic scholars and thinkers that began with the
teachings of our Holy Prophet Muhammad (peace be upon him).
iii) To revive the ancient Islamic tradition of learning where knowledge was propagated
and sought after in the spirit of submission to God (Tawhid).
iv) To widen the choices open to the Muslim Ummah in higher education through the
establishment of an Islamic institution of higher learning which seeks to excel in all
forms of academic achievements.
The University endeavors to achieve these objectives by providing courses of study leading
to recognized bachelor degrees and higher (postgraduate) degrees, using Islam as the
guiding principle of learning and teaching in its academic, research and student development
programmes.
2. IIUM STRATEGIC PLAN 1 (2001- 2010)
The first Strategic Plan established the foundation for quality teaching and learning. The two
events, which significantly contributed to the first strategic planning exercise, were the Melaka
Retreat (22nd – 24th October 1999) and the Kuantan Retreat (6th – 8th July 2001). The
Melaka Retreat marked IIUM’s first major involvement in strategic planning and it provided a
framework for future development. Subsequently the Kuantan Retreat ensured the framework

to evolve into a Strategic Plan and associated Action Plan. The main emphasis of the IIUM first
Strategic Plan was:
i. Sciences and Technology Programs

IIUM aimed to have 40 percent of its students in the year 2010 to be made up of those
from the science and technology programs. Ultimately, it was hoped that a student
population consisting of 60 percent science and technology students would be achieved.
To achieve this target, IIUM was to expand the existing programs at the time.
ii. Post-Graduate Program

In the year 2010, IIUM planned to have 30 percent of the total student population to
be post-graduate students. A review of all post-graduate programs and the offering of
new programs were seen as essential.
iii. Research and Consultancy

Research and Consultancy was needed to be further strengthened. The IIUM Consultancy
Bureau was established with the intention of exploiting the experts within the campus
community for consultancy works.
iv. IIUM’s Role in Globalisation

IIUM was to continue to play its role in the global context by producing and promoting
ethical professionals with a dynamic network of alumni all over the world and work towards
being an internationally recognised Centre of Excellence and Centre of Reference.
The outcome of the effort includes a marked increase of science and technology based
students and graduates. This is because of the establishment of more science and
technology based kulliyyahs such as the Kulliyyah of Science and the Kulliyyah of
Information and Communication Technology. The university was successful to nurture
and produce world class debaters. IIUM graduates of various nationalities were highly
sought after by employers within Malaysia and from overseas. The number of postgraduate
students had also increased.
3. IIUM STRATEGIC PLAN 2 (2007- 2015)
The second Strategic Plan was intended to transform IIUM into an Islamic-based international
university known for its excellence in research activities. Research Excellence is manifested
by the ability of the university to repeatedly produce well-referenced publication materials
such as books and articles, produce useful and accurate research findings, produce solutions
much needed by the Muslim world and mankind, as well as the ability to acculturate research
activities among staff and students.
In attempting to become a Research University as recognised by the Ministry of Higher Education

by 2010, research excellence was made the main thrust and supported by the nine focus areas
as identified in the first strategic plan: (1) Islamisation & Integration, (2) Internationalisation,
(3) Science, Technology & Innovation, (4) Entrepreneurship & Consultancy, (5) Research and

Development, (6) Postgraduate, (7) Student Development, (8) Information & Communication
Technology, and (9) Staff Development. The Figure 1 below was the essence of the second
strategic plan.
Figure 1. The essence of the second Strategic Plan.

The fruits from this planning include the Autonomy Status given by the Ministry of Higher
Education (MoHE) in January 2013. A SETARA Rating of Tier 5 for two consecutive exercises.
The latter is recognition by MoHE for providing excellent undergraduate teaching and learning.
Also, to date IIUM is categorised under MyRA 5 Star Rating together with Universiti Teknologi
Malaysia (UTM) which is one of the five Research Universities. This is an important achievement
so as to gauge how IIUM has performed to be recognised as a Research University.
4. IIUM STRATEGIC PLAN 3 (2013-2020)
The discussion on IIUM 3rd Strategic Plan (2013- 2020) begins with the following insightful
quotations:
“A small body of determined spirits fired by an unquenchable faith in their mission can alter the
course of history”- Mahatma Gandhi
“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high
with difficulty, and we must rise with the occasion. As our case is new, so we must think anew
and act anew”- Abraham Lincoln
The IIUM Strategic Plan 3 spells out IIUM’s aspiration to be The Premier Global Islamic University
by 2020. It provides the impetus for IIUM to be a World Class Research and Innovation
Hub, the global brand for Islamic educational excellence, a world renowned University for the
development of well balanced students and the University of choice of world class talents.
In its endeavour of producing an exceptional and workable strategic plan, the University has
taken the initiative of involving all of the senior management members of IIUM as well as to
take into account the expectations of the stakeholders and the various scenarios that may
affect the University.
Three workshops involving the EMC (Executive Management Committee) members, i.e.
the Rector, the four Deputy Rectors, Executive Director of Finance, Executive Director of
Management and Services Division, Legal Adviser and Director of Kuantan Campus were
organized. The first workshop kicked off on the 15th of August 2012 at the conference room in
Research Management Centre, IIUM. The workshop re-visited the existing Strategic Plan with
EMC members. As a result, IIUM’s tagline, “Inspire, Innovate, Unite and Make a Difference”
was formed.
The second workshop took place on 7th- 9th September 2012 at Thistle Hotel, Port Dickson.
The 3 days workshop inspired the EMC to revisit the previously proposed IIUM’s 3rd Strategic
Planning. As a result the “IIUM’s Strategic Plan House” went through a total refurbishment.
The new structure of the “house” occupies Islamisation as the foundation, Good Governance
as the ceiling and the six Key Result Areas; Quality Teaching and Learning, Research and
Innovation, Internationalisation, Holistic Student Development, Talent Management and
Financial Sustainability as the pillars. It is during the above workshop also that the IIUM

Direction Statement which is Premier Global Islamic University and the champions, Secretariat
and Secretary of the eight Key Result Areas (KRAs) were affirmed.
The third workshop was carried out on 28th- 30th September 2012 at Avillion Cove, Port
Dickson. During this workshop, the goals, outcomes and the action plans of each KRAs for
2013 to 2020, were presented, debated and assented.
The strategic planning exercise in IIUM is therefore a product of teamwork with participation
from all segments of the campus community and in addition to the three workshops mentioned
above, other milestone activities that took place are as the following:
• 13 Sept 2012 : Discussion on Action Plans & Outcomes for Talent Management & Financial
Sustainability.
• 19 Sept 2012 : Briefing to all Champions and Secretariats
• 24 Sept 2012 : Discussion on Action Plans & Outcomes for Teaching and Learning KRA
• 26 Sept 2012 : Discussion on Action Plans & Outcomes for Research & Innovation KRA.
• 18 & 31 Oct 2012 : Workshop with Student Holistic Development KRA.
• 7 Nov 2012 : Strategic Plan Briefing to Senate members.
• 23 Nov 2012 : Board Of Governor & Majlis endorsement on IIUM 2013-2020 Strategic Plan
• 26 Dec 2012 : Briefing to EMC members, Deans/Directors and all relevant parties on Global
Breakthrough.
This strategic plan report consists of several chapters. The subsequent chapter elaborates on
the IIUM Strategic Plan Framework. It identifies the foundation, the core values and the six
pillars. Ensuing chapters will present the detailed outline of each KRA. Each chapter follows a
format that comprises background, goal, impact and action plans.

CHAPTER 2
FRAMEWORK OF THE
STRATEGIC PLAN

CHAPTER 2
FRAMEWORK OF THE STRATEGIC PLAN
Introduction
Interestingly IIUM has been likened as the Garden on a Ship by Distinguished Professor Mohd
Kamal Hassan (Hassan, 2009). The Garden of Knowledge and Virtue in search of the Blue
Ocean will not be spared from challenges of globalisation and disruptive technology. Robert
MacFarlane in his book entitled The Old Ways quotes a master sea-captain talking about
lessons from watching the rolling surface of the sea: “You need to look for disturbances,” and
“be alert to unforeseen interactions.” Indeed last year Larry Ladd the Director, Higher Education
Practice, Grant Thornton LLP has highlighted the following higher education trends to watch.
a. Wider acceptance of the digital developments, such as massive open on line courses
(MOOCs) and lower cost on line classes
b. More attention to solving the revenue problem in order to counterbalance diminished state
support and soaring tuition costs
c. Improved compliance and performance measures to face increased regulatory pressure of
how public money is spent
d. Continued outreach to the business community for management best practices
e. Better management of data culture risks through an institutional culture centred on data
security
It is therefore timely for a new strategy to take IIUM to the next level. In light of the above
the IIUM Executive Management Committee (EMC) has engaged the IIUM stakeholders and
community to successfully formulate the IIUM 2013-2020 Strategic Plan. The Garden on the
Ship is now being steered towards the True North: The Premier Global Islamic University.
Sowing the Seeds of Global Breakthroughs: Enter the Matrix

The site audit for IIUM to be a research university status was conducted in May 2012. At this
point of time the IIUM community was already alerted on the need to give more with less for
many with a soul. In its quest to be a research university the differentiating factor is IIUM aims to
be a Research University with a Soul. This explicitly spells out the statement of intent of the very
existence and purpose of IIUM. Whatever the outcome of the research university assessment,
the IIUM Executive Management Committee (EMC) has decided a new Strategic Plan can

no longer wait. Universities need to generate their own internal funds to cover around 20-30
percent of their total operating budgets and IIUM is not excluded. Furthermore, globalisation
and disruptive technology such as enhanced on-line teaching mean universities the world over
need to be aware of the fast changing demands of their stakeholders and adjust innovatively.
Strategy according to Gerry Johnson and Kevan Scholes is the direction and scope of an
organization over the long-term to achieve advantage for the organisation through its
configuration of resources within a challenging environment, to meet the needs of markets
and to fulfill stakeholder expectations (Russell-Walling, 2007). The famous strategist Carl von
Clausewitz approach to strategy was descriptive and not prescriptive. He said “Strategy can
never take its hand from the work for a moment.” This is because of the human element
involved resulting for example in imperfection in execution and misunderstanding. Especially
in the knowledge economy era in order to progress innovation is everybody’s business (Tucker,
2010).
The formulation of the third Strategic Plan actually started during the time of Professor Syed
Arabi Idid, the previous Rector. The bulk of the task was given to the Institutional Research
Team (IRT) led by Associate Professor Nur Anisah Abdullah who was then Deputy Dean at the
Office of Corporate Strategy & Quality Assurance (CSQA). The chronological events of the
initial formulation of the plan are shown in Figure 2.
Figure 2. Initial formulation of the third Strategic Plan.

When the new CSQA team came on board on 1st July 2012 their immediate task as directed
by the current Rector is to re-visit the third Strategic Plan and roll it out in 2013. The late
George Bernard Shaw, the famous Irish playwright admired most his tailor. The latter always
take the former measurements anew without fail although the tailor already had his previous
ones recorded. The lesson here is always study the situation at hand anew and do not be
clouded by your negative perception on whatever history it may shed. The new CSQA team
started by first engaging the IRT to ensure that they understand what had been done and
the challenges faced. They then subscribed to the late Peter Drucker’s Five Most Important
Questions (Drucker, Collins, Kotler, Kouzes, Rodin, Kasturi Rangan & Hesselbein, 2008): (1.)
What is Our Mission? (2.) Who is Our Customer? (3.) What does the Customer Value? (4.)
What are Our Results? (5.) What is Our Plan? This constitutes the proposed IIUM Planning
and Implementation Framework as depicted in Figure 3. The Strategic Planning went through
three distinct stages: (1.) Strategic Analysis, (2.) Strategic Intuition, and (3.) Strategic Plan.
Figure 3. The IIUM Planning and Implementation Framework.

Strategic Analysis involved the usual SWOT analysis and GAP analysis. The last two Strategic
Plans were lacking concrete steps on how to monitor implementation deliverables, and how to
handle issues related to people working in silos and inter-personal problems. The Blue Ocean
Strategy is superb but how to generate new products for new markets is unclear. Also, usage of
the Balanced Score Card as a Performance Measuring Tool has not been optimised. Strategic
Intuition on the other hand tackles the ‘How does a Good Idea come around?’ Interestingly it
appears every innovator did not start from scratch! There is no such thing as his or her novel
idea came out of thin air. What usually happens is he or she got the idea after being exposed
to (1) some examples from history, (2) presence of mind, (3) flash of insight and (4) resolution.
How we understand thinking and the human brain today is the key. In 1998 Professor Eric
Kandel and his team introduced a new model of the brain called intelligent memory, in which
analysis and intuition work together. Analysis involves breaking down of information and the
storing process. Intuition is about searching and combining information. The model has since
been scientifically proven through modern experiments. He won the Nobel Prize in 2000 for
his discovery. This succeeds the previous model of the left-right brain discovered by Professor
Roger Sperry also a Nobel Laureate.
The implication is there is no left brain and there is no right brain. There is only recall and
learning in the brain which combines analysis and intuition. Intelligent memory naturally maps
onto the above four steps on how strategic intuition works. There are three types of intuitions:
Ordinary (feeling), Expert (snap) and Strategic (flash of insight). The first is associated with
our emotions. The second is where we make use of our previous experience and know-how
for problem solving. An example is fire fighters leveraging their previous encounters to rescue
victims in a similar situation. This is important when we need quick answers. Strategic intuition
on the other hand is the ‘How’ we get good ideas.
The favorite tool to generate ideas is to resort to brainstorming. But this is meant for Expert
Intuition and is unsuitable for Strategic Intuition. In brainstorming you start with a problem in
mind and opinions are sought. Eventually an agreement is obtained in an hour or so. Strategic
Intuition however starts with asking ‘What is the problem?’ and the solution may come days
later or you may not get one. Logically, one can see that breakthroughs don’t happen during
brainstorming sessions. On the same note companies globally that still adhere to switching
on the right brain while switching off the left on a specific day are outdated because of the
discovery of the Intelligent Memory.

As an example let’s see Mr. Bill Gates in the light of Strategic Intuition. He and Allen founded
Microsoft. He benefited from (1) Examples from history: the availability of BASIC, PDP, 8080
chip and Altair microcomputer. (2) Presence of mind: expecting the unexpected i.e. the calm
state that precedes the flash of insight. His original goal is to sell more Altairs with MS Basic. (3)
Flash of Insight: the Eureka! (or Aha!) moment. Gates suddenly realized that he could instead
monopolize all mass market small computers through (4) his resolution or determination to
make this happen. In summary, innovations or good ideas or breakthroughs concern a flash
of insight (coup d’oeil) combining different elements from history and applying it to a new
situation. The challenge is how to stimulate the flash of insight? We need to have that presence
of mind and this usually happens when we are relaxed – such as during prayers, in a shower
or falling asleep.
The Strategic Intuition stage is crucial because it spells out how the new Strategic Plan was
born. After several meetings and workshops starting with a workshop with the EMC in the
blessed month of Ramadhan last year the Strategic Direction Statement is formulated: Premier
Global Islamic University. This is the True North of the Garden on a Ship for the period 2013-
2020. It encompasses both the concepts of World@IIUM as well as IIUM@World. IIUM is to
be a premier Islamic university with a global presence taking the cue from the development
of the contemporary Al-Azhar University, Aligarh University and Osmania University. While
respecting and collaborating with the other Islamic universities already in existence IIUM will
strive to showcase to the world the realisation of its Vision and Mission for the betterment of
the Ummah and Mankind. The plan will be implemented by incorporating the latest methods
addressing the Higher Education Trends as highlighted in the Introduction. In particular: c.
Improved compliance and performance measures to face increased regulatory pressure of
how public money is spent, d. Continued outreach to the business community for management
best practices, and e. Better management of data culture risks through an institutional culture
centred on data security.
The essence of the Third Strategic Plan can be seen in Figures 4-6. There are eight Key Result
Areas (KRAs). Each of this has a Champion who will be supported by a Secretariat. Each
KRA has a unique Goal which is then captured in the Annual Corporate Balanced Score Card
to ensure alignment. The seeds of global breakthroughs will be sowed during Phase I (2013-
2015) and God willing the fruits seen in Phase II (2016-2020) of the plan.

Figure 4. The Eight Key Result Areas of the 2013-2020 IIUM Strategic Plan

Figure 5. The Champions and their Secretariats.
Figure 6. The eight KRAs Goals.

A new feature of the third Strategic Plan is the introduction of a matrix organisation sprinkled
with adhocracy (the opposite of bureaucracy). Every KRA Champion will need to produce
an annual Commitment Book that normally will comprise of around 4 projects. Each project
in turn will have a project lead supported by several members. As an example: the KRA
concerning Quality Teaching & Learning may involve individual project leads coming from
different Kulliyyahs or Divisions. Figure 7 illustrates the concept of a matrix organisation. Every
year there will be eight Commitment Books for the whole university. This will ensure annual
projects that have been approved by the EMC after a successful challenge session with the
respective Champions will be allocated sufficient 3M (Man, Money and Machine). These books
are a form of commitment from both the university to support the projects and also the project
implementers to produce the deliverables.
Figure 7. An example of a Matrix in a Commitment Book.

The Project Monitoring Process is shown in Figure 8. CSQA takes the lead role here.
Figure 8. Project Monitoring.
A critical success factor from the new strategy is the discovery of Global Breakthroughs. IIUM
aspire to be the leading premier Islamic university in reporting Global Breakthroughs. Every
IIUM staff and student is encouraged to be innovative because innovation is everybody’s
business (Tucker, 2010). This is in line with the IIUM 30th Anniversary tag line: ‘Inspire.
Innovate. Unite. Make a Difference.’ Initially there was a difficulty to understand the concept of
global breakthroughs. After some research and roadshows to explain it a Breakthrough Matrix
has been formulated as in Figure 9. The parameters along the x-axis are borrowed from the
Ministry of Science, Technology and Innovation (MOSTI).
Figure 9. The Breakthrough Matrix.

After the backward planning and forward implementation approach as spelled out in Figure 3
above it remains to roll out the strategy. First, is to get the buy-in from the university authorities.
Figure 10 share the various events eventually leading to the first Quarter of 2013 Corporate
Performance Reporting.
Figure 10. Chronology of Events leading to the 1st Quarter of 2013 Corporate Performance
Reporting.
Next, after the approval the task at hand is to cascade the roll out to the grassroots. The Figure
11 describes how this was done. It culminated with the formulation of Kulliyyahs and Institutes
offering undergraduate and postgraduate programs Common Annual Key Performance
Indicators (KPIs). This helped the Kulliyyahs and Institutes to concentrate on delivering rather
than spending considerable time to come up with different KPIs every year.

Figure 11. Touch base with the grassroots.
Conclusion
As mentioned above any strategy will involve human beings. It is important to recognise any
form of contribution to the success of the Strategic Plan be it small or big. The Management
Services Division (MSD) is working closely with CSQA to improve the individual staff (including
Academic Administrators such as Deans and Heads of Departments) annual Key Performance
Indicators reporting and assessment. On another note, the first Meeting Commitment Meeting
(MCM) is scheduled on 16th July 2013. The Rector will be chairing it and every champion
assisted by his/her respective secretariat will be reporting their commitment book progress.
Anything that gets measured gets improved. This meeting and the new approach as described
above are steering the Garden on a Ship to the True North: Premier Global Islamic University.
The journey is not going to be plain sailing but the captain has given the go ahead to set sail.
All aboard!

References
Hassan, M. K. (2009). IIUM at 25: The path travelled and the way forward. S. A. Idid (Ed), The
integration of human sciences and revealed knowledge in the KIRKHS (pp. 111-124). Kuala
Lumpur: IIUM Press.
Ladd, L. (2013). The state of higher education in 2012. Retrieved from http://www.grantthornton.
com/staticfiles/GTCom/Not-for-profit%20organizations/NotForProfit%20files/state_of_higher_
education_2012_whitepaper_final.pdf
Russell-Walling, E. (2007). 50 management ideas you really need to know. London: Quercus
Publishing Plc.
Tucker, R. B. (2010). Innovation is everybody’s business. Santa Barbara: The Innovation

Resource Publishing Group.
Drucker, P. F., Collins, J., Kotler, P., Kouzes, J., Rodin, J., Kasturi Rangan, V. & Hesselbein,
F. (2008). The five most important questions you will ever ask about your organization. San
Francisco: Jossey-Bass.

CHAPTER 3
KEY RESULT AREAS

STRATEGIC FOUNDATION : ISLAMISATION
BACKGROUND
IIUM has made it clear from the very beginning that its raison d’etre and philosophy of
education are based on Islamic teachings, principles and values. Hence, the University has
made Islamisation as one of its missions.
The IIUM 2013-2020 Strategic Plan expressly declares that Islamisation mission is not just
one of the University’s missions but it is its FOUNDATION as indicated in the framework.
It is useful to show clearly the Islamic grounding of this new Strategic Plan in order to demonstrate
the religious consideration in the overall process of constructing the plan. This can be done
by using the same analogical structure vis-à-vis the established Islamic terminologies namely
Iman, Islam and Ihsan as illustrated below:

While the concept of Islamisation subscribed by IIUM is holistic and comprehensive, its
emphasis is on Islamisation of human knowledge (IOHK). This is mainly because IIUM is an
institution of higher learning whose core business is teaching and learning with knowledge
as its main concern. Furthermore, it is through education and knowledge that Islamisation of
the other aspects can be more effectively done. Therefore, Islamisation in IIUM can thus be
regarded as: “A process of reforming and continuous improvement (Itqan) of the University as
an excellent Islamic educational institution in both academic and non-academic aspects.”
Consequently, the Strategic Plan for Islamisation in IIUM aims at Islamizing:

• Academic aspect (with particular focus on IOHK)
• Non-Academic aspect (such as self, governance and environment which are inseparable
from Islamisation of the first aim)
SCOPE OF ISLAMISATION

GOAL
The goal of Islamisation in IIUM is to anchor the realization of the Premier Global Islamic
University
IMPACT
ACTION PLANS
SHORT-TERM : 2013-2015
No. Expected Outcome Action Plan
a) Continuous and comprehensive curriculum review to

Enhanced curriculum
determine the Islamisation content and level based on
with Islamisation of
1. the Islamisation Taxonomy/modes.
Human Knowledge
b) Adoption of textbooks or references in line with IOHK at
(IOHK) contents
all kulliyyahs and centres.
a) 1st World Congress on Islamicisation and Integration of

Acquired Human Knowledge, 23-25 August, 2013.
Enhanced capacity
2. b) Survey of IIUM community’s state of affairs regarding
building in IOHK
Islamisation in order to develop baseline for
Islamization component.

a) Developing IIUM Islamisation policy beginning with

Islamisation as the Foundation, IOHK and Islamisation
3. Policy on Islamisation
of self.
b) A booklet/brochure on the IIUM Islamisation Policy.
IIUM MOSQUE as a) Spiritual camp open to the public.

al-TARBIYAH AL- b) Salat al-jama‘ah -Zuhr and ‘Asr prayers.
RUHIYYAH c) IIUM Masjid as authority to issue tauliah (license) for
4.
for enculturation of du’at and religious officers and counsellors.
Islamic character and d) Regional engagement in community outreach
culture programmes.
a) Training of manpower in IOHK (e.g. through

IOHK Biannual International Colloquium).
Pool of human
5. b) Producing basic materials on Islamisation and IOHK e.g.
resource in IOHK
through social media.
c) ‘Islamization’ as criterion for promotion etc.
Selected regional high

schools as feeders Providing consultancy for developing integrated curriculum
6. for IIUM (disseminate of selected Islamic high schools and for preparing reading
models of school materials based on Islamic worldview.
curriculum)
a) All Kulliyyahs to groom experts in IOHK through training,

research and other initiatives.
IIUM as the referral
7. b) Networking with relevant organizations in OIC and
centre for IOHK
ASEAN (MoUs and MoAs).
c) Directory of experts and expertise.
Enhanced research
and innovation
Conduct relevant high impact research projects regarding
8. in IOHK for
IOHK.
advancement of
Ummah and the world

MEDIUM-TERM : 2016-2020
Selected international Consultancy for developing integrated curriculum

institutions as feeders for for the schools and for preparing reading materials
1.
IIUM (disseminate models of based on Islamic worldview at least in OIC
school curriculum) countries
IIUM as model institution
for Islamisation, Integration, Study of alumni performance, achievements and
2.
Integrity, Professionalism and attributes.
Comprehensive Excellence
Improved state of spiritual
Spiritual and integrity-related programmes to
and moral integrity among
3. achieve reduced or zero corruption rate such as
administrators, officers and
plagiarism and abuse of authority/ power.
workers
Establish IOHK Endowment Fund to fund, retain
4. IOHK endowment fund
and sustain world class scholarship on IOHK.
IIUM as referral centre for religious or shariah
5. Majlis SHUYUKH OF IIUM
matters for local and international agencies
A Centre for the Elderly with Establish an Islamically-oriented Centre for the
6.
Islamic orientation Elderly
BEYOND 2020
1. Islamically-oriented school of
Establish “IIUM School of Social Sciences”.
Human Sciences
2. International Centre for Establish “IIUM Centre for Global Ummatic
Muslim Leadership Leadership”.

STRATEGIC CORE VALUE : GOOD GOVERNANCE
BACKGROUND
The higher education industry is in the knowledge business, both creating knowledge through
research and transferring knowledge to students. The conventional view on the major role of
a higher education institution is always educating students but today it is contended that the
major role of higher education industry should be to generate new knowledge through research
activities.
According to Oxford University Gazette (2006), the term ‘governance’ refers to the processes
of decision-making within an institution [which] … enable an institution to set its policies and
objectives, to achieve them, and to monitor its progress towards their achievement. The
governance frame work should promote transparent and efficient output, consistent with the
rule of law and clearly articulate the division of responsibilities among different supervisory,
regulatory and enforcement authorities.
Good governance mainly emphasized on the manner in which power is exercised in the
management and the use of the available resources for development. The essence of good
governance was described as predictable, open and enlightened policy, together with a
bureaucracy imbued with a professional ethos and an executive arm which is accountable for
its action.
In governing the higher education, similar practice should be applied whereby the organizational
structure should encompasses accountable and transparent organ of decision making,
an efficient compliance and monitoring system and all these is with the aim to achieve the
institution’s vision and mission. Other than striving towards achieving the institution’s objectives,
the governance structure should also cater to secure the interests of the stakeholders which
include providing high quality of human capital, new and innovative research output, financial
stability and explicit participation in the community.
Under Strategic Thrust No 4 of the National Higher Education Strategic Plan (PSPTN), all
public universities are to strengthen its governance system. The Government plans to extend
autonomy to public universities to improve their performance and drives public universities
towards achieving excellence. Governance for autonomy has been made a crucial regulatory
project under the Ministry of Higher Education’s Critical Agenda Project (CAP) on Governance.

In line with the Strategic Thrust No 4 of the National Higher Education Strategic Plan (PSPTN)
and IIUM’s goal to become the Premier Global Islamic University by 2020, among the key
principles towards achieving this goal is to establish and practice good governance. Good
governance has been identified to be one of the key elements of the overall IIUM’s Strategic
Plan (2013 – 2020), as depicted in the framework.
It is expected that university with good governance is one that practices the highest level of
transparency, accountability, ethic and integrity in all its business and in dealing with all its key
stakeholders.
IIUM’s focus on good governance will include the following 4 key result areas (KRA):
i. Institutional governance that refers to the power and authority to formulate policies,
develop procedures and make decisions to achieve its vision and mission, through a clear
governance structure and accountability.
ii. Financial governance that refers to the power and authority to formulate policies, develop
procedures and make decisions relating to financial management and wealth generation
supported by high level of accountability, integrity and accepted practices of good financial
governance.
iii. Human resource governance that refers to the power and authority to formulate policies
and develop procedures on organisational development, remuneration and employee
development systems to attract, develop and retain the best talents supported by high
level of integrity, transparent and efficient processes of human resource management.
iv. Academic governance that refers to the power and authority to develop policies on academic
matters including the establishment of new faculties, development, implementation and
quality assurance of academic programmes, research and development, innovation and
transfer of knowledge.

GOAL
Premier Global Islamic University with the highest standard of good governance.
IMPACT
IIUM is recognised in the world as University with highest standard of governance.
ACTION PLANS
The initiatives to strengthen governance are divided into programmes related to the four key
areas of good governance practices as follows:
i) Institutional Governance
(a) Board roles and responsibilities
(b) Board structure
(c) Succession planning for University’s senior management
(d) Effective risk management framework
ii) Financial Governance

(a) Generation of funds and wealth
(b) Policies and procedures for financial management
(c) Financial planning, control, reporting and monitoring
iii) Human Resource Governance

(a) Human resource planning
(b) Attracting and retaining talents
(c) Leadership development
iv) Academic Governance

(a) Senate structure and composition
(b) Senate roles and responsibilities
v) Service Delivery
(a) Overall service delivery issues
(b) Improvement and enhancement
In achieving the above, International Islamic University Malaysia formulates its own framework
of good governance to achieve the KRA goal and projected impact by strategizing the following
action plans for short term, mid-terms and long term.

i) Institutional Governance
Short-Term : 2013-2015
a) To perform comprehensive review of the

existing governance structure
b) To establish robust policies and procedures for

nomination, selection and appointment of
the senior academic and administrative
managers (Deans, Directors, HODs etc.)
Leadership and governance
1.
are transparent c) To formalise KPIs and targets of the University
and its senior management.
d) To revise the existing grievance procedure to

improve its implementation
e) To formulate charter of governance for the

University
Succession Planning for

To establish IIUM Leadership Development
University senior academic
2. Programme for senior academic and administrative
and administrative
management.
management team
Succession Planning for To establish IIUM Leadership Development

3. Rector, Deputy Rectors and Programme for senior academic and administrative
Executive Directors management.
a) To establish Risk Management Framework and

Effective Risk Management Policy
4.
Policy
b) To establish a Risk Management Unit.
a) To establish crisis management framework and

5. Business Continuity policy
b) To establish crisis management unit

Medium-Term : 2016-2020
Autonomous governance To revisit governance structure for readiness of

1.
structure of the university selected KCDI for autonomy
Enhanced overall To revise governance structure, risk management

2.
governance structure policies and succession plan
ii) Financial Governance
a) To establish a clear roles and responsibilities

relating to financial management of the
Clear accountability and
University
1. improved transparency in
financial management b) To improve and enhance transparency in
financial reporting
Recognised and set as

To promote and share best practices in the
a benchmark for good
1. implementation of good governance in financial
governance in financial
management
management

iii) Human Resource Governance

Enhanced and integrity

To revise the existing procedures to ensure
transparency in recruitment,
1. transparency and integrity in recruitment, selection,
selection, transfer and
transfer and promotion
promotion procedures

1. implementation of good governance of human
governance in human capital
capital management
management
iv) Academic Governance

a) To enhance the zero tolerance policy on

academic integrity
Highest standard of
academic integrity b) To revise all academic processes to reduce
1. maintained (teaching, bureaucracies
learning & research and
innovation) c) To enhance the procedures and processes
(centralised admission authority) for selection
and admission of student


1. implementation of good governance in academic
governance in academic
management
management
v) Service Delivery
Effective and efficient service To enhance administrative process and Standard

1.
delivery Operating procedure
Recognised and set as a

1. benchmark for excellent
implementation of excellent service delivery
service delivery

STRATEGIC PILLAR 1 :
QUALITY TEACHING AND LEARNING
BACKGROUND
Teaching and Learning (T&L) is the core business of any educational institution, regardless
of its level. Hence, it is not surprising that it is one of the seven thrusts of the National Higher
Education Strategic Plan (Thrust 2: Enhancing the quality of teaching and learning). In addition,
there are also Critical Agenda Projects associated with teaching and learning – CAP 4 (Learning
and Teaching), CAP 8 (Graduate Employability), CAP 10 (Holistic Student Development) and
CAP 16 (e-Learning).
The graduates produced, the manifestation of the curriculum, the well-being of the community
hinge a lot on the quality of the teaching and learning process in the university. To achieve the
mission and vision of the university, it is therefore vital that the teaching and learning process
be given particular attention.
Teaching and learning process is more than just exchanges that occur in the classroom setting.
It involves many elements. The human elements are the students, the instructors, and also the
support staff (such as laboratory assistants, technicians, or science officers). The curriculum
is another important element. The curriculum covers the knowledge content, the skills, the
attitudes, the assessment and also the pedagogical aspects. Another major element is the
facilities. Excellent people will still be able to function given inadequate facilities, but with
excellent facilities, they will be able to shine above others, and not just be seen as mediocre,
their excellence hindered by the inadequacy of the facilities. All these elements will be able to
function well when there is good support systems and good governance, hence these are the
other two elements that need to be included.
GOAL
To produce top quality graduates through innovative and effective teaching and learning
environment.
IMPACT
The role of IIUM graduates as shining beacons in the community whose contributions are
not confined for themselves and for their families, but for the nation and the Ummah, through
excellent expertise in their areas, and their akhlak.

ACTION PLANS
The initiatives to strengthen the quality teaching and learning are divided into programmes
related to the SIX key areas as follows :
GRADUATES
a) Ensure a right balance between knowledge,

professional skills, and attitude (At least 75% of
students achieving programme learning outcomes)
b) Develop strategic alliances with external

Knowledgeable and organisations particularly in research and internship
skilled graduates; imbued opportunities (Guidelines developed by Office of
with exemplary soft-skills Industrial Links)
and ethical attributes.
1.
c) Enhance admission processes (E-admission
system)
d) Enhance integration of soft-skills and ethical values

in all teaching and learning activities (Documents of
student-centred learning activities/Kulliyyah
guideline for Student-centred learning)
e) Improve the Tilawah (scripture reading) and

Halaqah (study circle) courses (Revised course
outlines)

TEACHERS
a) Enhance continuous professional development

training in Teaching and Learning (Relevant
programmes by CPD)
b) Improve inter-sectorial collaboration and support

Quality teachers:
for industrial attachment for teachers (Guidelines
Teachers who are able
developed by Office of Industrial Links)
2. to create innovative and
positive teaching and
learning experience.
c) Consolidate Centre for Professional Development
(CPD) to become the leading player in ensuring
excellence in teaching and learning (Strategic Plan
for CPD)
d) Academic staff exchange programme (Guidelines

developed by Office of Industrial Links and MSD
with DR(IILCR))
CURRICULUM
a) Develop multidisciplinary academic programme for

Undergraduate and Postgraduate (Selected new/
revised curricula)
Dynamic curriculum that

addresses current and b) Enhance curriculum with well-defined cognitive,
3.
future issues. competency elements imbued with Islamic teaching
(Revised curriculum document for all KCDI)
c) Improve involvement of relevant stakeholders in all

curriculum designs and reviews to match the
needs of the society and ummah at large
(Guidelines developed by Office of Industrial Links)

FACILITIES
a) Chain accreditation of laboratories (Accreditation of

labs)
b) Creation of appropriate learning spaces that foster

student-centred learning (Learning spaces (also fits
with CAPS T&L))
c) Building of Student Centre (Student Centre)
4. State-of-the art facilities d) Establishment of a dedicated Examination Complex

(Examination Complex)
e) Provision of adequate and up-to-date application

software for T&L purposes (e.g. autoCAD, SPSS,
MatLab) (Up-dated T&L software)
F) Up-grading of training and e-learning facilities (e.g.

migration of LMS from Learning Care to Moodle)
(Up-graded LMS to Web 2.0 standards)
SUPPORT SYSTEMS
Effective Support
Systems to enhance a) Provision dynamic and user friendly systems
5. application to support T&L activities.
T&L.
b) Recruitment and training of sufficient and skilled
support staff
GOVERNANCE
a) Document guidelines/policy in Islamization

of knowledge and practice of teaching (Policy in
Establishment of policies Islamization of knowledge and practice of teaching)
6.
related to T&L.
b) Develop T&L policy.
c) Develop Islamic Outcome-based Education

framework (breakthrough).

Islamic Outcome-based
1. a) Implement the i-OBE framework.
Education.
a) Implement all the previously mentioned

Global Centre of reference guidelines/policies/
2.
for teaching and learning. b) Initiatives (Global Centre of reference for teaching
and learning)

RESEARCH AND INNOVATION
BACKGROUND
At the national level, IIUM through Research & Innovation (R & I) is committed to instill the R&I
culture amongst its staff and propelling the R&I activities and outputs towards the realization
of the Government’s Vision 2020, of which innovation plays a key role. At the university level,
the Research & Innovation pillar pledges itself to assist the university in turning IIUM into a
world class R&I hub in supporting the university’s aim of becoming the Premier Global Islamic
University by 2020, aligning itself with four thrusts that will propel R&I to a greater height.
These four thrusts are internationalization, Islamic, Science & Technology (S&T), Leadership
& Stewardship (khalifah).
Through Internationalization thrust, IIUM ensures that not less than 50% of its R&I activities
and outputs are international in nature. The Islamic thrust supports all R&I activities to comply
with the maqasid al-shariah in addressing the needs of the Muslim Ummah in particular and
the global society in general. In order to achieve the Science &Technology thrust, IIUM
adopts and adapts the cutting edge technologies in all branches of knowledge through smart-
partnerships. The fourth thrust, Leadership & Stewardship ascertains researchers in order
to perform their duties as a responsible and ethical khalifah.
These four thrusts help to fulfill the objectives of R&I by firstly, nurturing the culture of R&I that
leads to high impact outcomes such as Nobel laureates and commercialisations. Secondly, to
develop and to produce cutting edge research that will benefit the Muslim Ummah, and global
community as a whole. Thirdly, it aims to become the centre of reference and the gateway for
R&I for the Muslim world. Finally and equally important is to produce high impact publications.
The plan of actions is divided into two phases: short-term (2013-2015) and medium-term (2016
- 2020). These will be carried out by the relevant units at RMC. There are 16 action plans
that are to be achieved in the short-term phase, namely: 1) to identify the effective and efficient
COEs; 2) to provide state-of –the- art facilities and operational supports for HICOEs; 3) to
identify and groom potential young researchers; 4) the University to provide facilities to cater
the needs of grooming the potential young researchers; 5) to improve and to promote research
facilities; 6) to establish collaborations and networking with the renowned research institutes,
organisations, reputable publishers or/and industries; 7) to match the needs of the Muslim

Ummah and production; 8) to classify and develop the database of the technology; 9) to attract
innovation companies to collaborate with IIUM to develop an incubation centre; 10) to develop
high impact technology for cutting edge products, to ensure 50% of the materials and books
published by IIUM be available in the international market; 11) to develop partnerships with
renowned international distributors; 12) to strengthen the marketing and promotion of research;
13) to create a database of experts; 14) utilisation of current internet based applications for
promotions and marketing; and 15) ) new incentives based on the Quartile System is to be
followed.
With the execution of the short-term plan of actions, the medium-term plan of actions will
continue to enhance and outcomes achieved by improving the performances of the identified
COEs to nurture additional new COEs, to recognise the identified young researchers to be
experts and renowned scholars, to provide the state-of-the-art facilities and the operational
supports, to further enhance collaborations and networking with the world renowned research
institutes, organisations, publishers or/and industries, to ensure only professional experts are
engaged as the service providers and to ensure a comprehensive expert database is made
available, rigorous marketing strategies are supposed to be carried out by all the relevant
parties and to finally enhance the research infrastructure and facilities. These are the strategic
plan of R&I that is in line with PSPTN that will help to achieve the NKRA of Malaysia.
GOAL
To be a World Class Research and Innovation Hub
IMPACT
IIUM become the centre of reference and the gateway for Research & Innovation for the Muslim
World.

ACTION PLANS
COEs to be identified and

promoted:
i IIBF
ii INHART a) To identify the effective and efficient COEs
1 iii ISTAC b) To provide state-of –the- art facilities and
iv INOCEM operational supports for HICOEs
Policy and products for halal for

the Muslim Ummah.
a) To identify and groom potential young

researchers.
b) University to provide facilities to cater
High impact research the needs of grooming the potential young
Global recognition (e.g. Lindau, researchers
2 SCOPUS, COMSTECH - IIUM c) To improve and to promote research
researchers are placed among facilities
top 10 in database) d) To establish collaborations and networking
with the renowned research institutes,
organisations, reputable publishers or/and
industries
Match the needs of the Muslim Ummah and

3 Directory of Islamic products
production
a) Classify and develop the database of the

IP licensing technology
4
b) To continuously organize awareness
programmes to academia
To attract innovation companies to collaborate

5 Incubation centre
with IIUM to develop an incubation centre
Develop high impact technology for cutting edge

6 Income generation
products
a) Materials and books published by IIUM :
Penetration of IIUM publications 50% is available in the international market
7
into the market b) Develop partnerships with renowned
international distributors

a) Strengthen the marketing and promotion of

research
8 International research visibility
b) Expert database
c) You tube
An increase of citations at the

Identify journals in the fields based on the
9 international level of indexed
quartile system.
journals
The identified COEs to be

To improve the performance of the identified
1 recognised as HICOE by MOHE
COEs
and international level.
2 At least 5 COEs To nurture additional new COEs
a) To recognise the identified young
researchers to be the expert and renowned
To produce 1 nominee for nobel
3 scholars
laureate 2020
b) To provide state-of –the- art facilities and
operational supports
To further enhance collaborations and
High impact projects, IPR, networking with the world renowned research
4
publications, products, etc. institutes, organisations, publishers or/and
industries
a) Professional experts as service providers.
To be one of the leading b) Renowned scholars be the members of
5 scholarly publishing houses of the Publication Approval Committee
the academic world. Meeting (PACM) that will screen the
manuscripts.
a) Establishment of comprehensive expert
database.
IIUM experts and consultants to
6 b) Rigorous marketing by all stake holders.
be world referral centre.
c) Enhance the research facilities and
infrastructure.

INTERNATIONALISATION
BACKGROUND
Higher Education Institutions (HEIs) are expected to provide education to the new generation
or workforce for the nation. Besides educating local students, Malaysian HEIs also play host to
students of various countries, an agenda of internationalisation. There has been an increasing
number of international students in Malaysian HEIs (approximately 48,000 in 2007 – new
statistics to be quoted). They were enrolled in various learning processes that equipped them
with necessary competencies. Upon completion of their studies, they are expected to return to
the community to serve as agents of development.
Malaysian HEIs undertake new roles and strategically explore new areas that would bring
positive impacts to students and communities for today and tomorrow’s realities. Hence,
Malaysian HEIs assume the responsibility to making HE a platform that cultivates mutual
benefits for HEIs and its stakeholders. Thus, besides equipping the students with knowledge,
skills, and abilities, both local and international students in Malaysian HEIs are expected
to interact for a positive learning process. This should also be the case for students at the
International Islamic University Malaysia (IIUM).
IIUM and Internationlisation

Driven by its mission of integration, Islamisation, interntionalisation and comprehensive
excellence, the IIUM has journeyed a long way in its internationalisation and established
its internationalisation character and process on strong foundations. Besides maintaining
the increasing trend of the number of International staff and students and the integration of
international perspectives in the curriculum, co-curriculum, research outputs and community
services, IIUM becomes a centre for the meeting of cultures and people from the Islamic world
and beyond. Hence, we need to capitalize on this position and achievement of the IIUM in
order to further enhance the internationalisation agenda and move globally for value creation.
The Key result area (KRA) of Internationlisation focuses, among other things, on:
Ø Promoting our model of holistic integrated education worldwide.;
Ø Enhancing international collaboration and networking;
Ø Intensifying student/staff exchange and mobility;

Ø Joint international research and publication;

Ø Increasing numbers of talented international students and staff;
Ø Establishing IIUM’s branches and programmes in strategic locations;
Ø Enhancing participation in international community engagement…etc.
Objectives
The main aim of internationalisation is to create strong global linkages and attend to global needs.
Beside the provision of sound education process, HEIs were also expected to strategically
utilise their capability to contribute to form positive relationships with other countries. The aim
is to elevate international diplomacy through education and research. International student
enrolment or student mobility as means for promoting international relationships between
Malaysia and partner countries. It could also be implemented through the creation of networks,
collaborations and trades among HEIs in OIC countries and countries in the region which
include Myanmar, Vietnam, befitting the national agenda of prospering the neighbor. The
purpose is to:
1. Prompting IIUM worldwide ensuring its reach and impact for the benefit of the nation,
Ummah and mankind.
2. Widening international students’ access with special emphasis on OIC region and Muslim
minorities worldwide through recruitment of diversified students and staff community.
3. Intensifying staff and student mobility.
4. Deepening two-way community engagement and relations.
5. Enhancing International students’ learning journey and services.
6. Strengthening the role of Alumni in promoting and contributing to the accomplishment of the
university’s mission.
7. Strengthening Industry links and creating real opportunities for academics and industry
relations and mutual benefits.
8. Building effective and efficient university internationalization mechanism
9. Enhancing sense of one Ummah and strengthening the path of moderation and civilizational
dialogue through specialized research, community engagement and services and cultural
activities involving OIC member countries.

GOAL
The goal of KRA of Internationalisation is to be the global brand for Islamic educational
excellence.
IMPACT
Brand in education excellence
ACTION PLANS
The initiatives to strengthen internationalization are divided into programmes related to the
practices.
a) To export IIUM’s model of holistic integrated Islamic

education worldwide through soft diplomacy,
promotion and networking
b) To introduce IIUM’s thirty years Success story
documentary book and Video for global promotion
purposes
c) To export IIUM programmes (joint venture,
franchising, setting branches in different strategic
location)
Enhanced presence and d) To attract renowned scholars and international
1. impact of IIUM @ World figures to visit IIUM through the IIUM Global Forum
and the World @ IIUM platform.
e) To establish academic chairs/ centers in priority
research and academic areas. (eg: OIC chair,
ISESCO Chair)
f) To introduce new International Awards and
recognition schemes to attach international
renowned leaders and scholars (generating
money).
g) To increase the number of IIUM internationalization
ambassadors to cover other strategic countries

a) To increase linkages with industries partners in

targeted priority countries.
b) To create value from the linkages through impactful
activities under the signed MOUs and MOAs.
c) To introduce and create impactful projects under
the “One Continent One Industry” project.
Created value from
d) To create a monitoring system for the implementation
Collaboration and
of MOUs.
2. partnership with
e) To promote IIUM expert’s profile and products
International organizations
to other partners internationally (research products,
and industries.
teaching and learning products, consultancy and
training services)
f) To activate the role of BIBQA in engaging our
experts in training and consultancy services and
research activities for the benefit of FUIW members
countries.
To introduce the “IIIUM Global Serving Teams” to
Enhanced International engage staff and students in international community
3.
Community Engagement services in collaboration with world bodies (eg: UN,
UNESCO, Asian network of community engagement)
a) To promote actively IIUM to Muslim minorities in
the world (introduce full scholarship).
b) To secure scholarship and financial assistance to
talented students from targeted countries
(Endowment, Alumni, donations, direct sponsored
Increased number of and others)
4. talented international c) To review and enhance the current mode of
students promotion and marketing of IIUM programmes
internationally
d) To engage alumni and alumni chapters overseas in
promoting IIUM and recruiting quality students
e) To utilise flexible fee structures to provide incentives
for talented students from targeted countries

a) To develop a wider network with reputable

universities to facilitate staff & students mobility
b) To capitalise on industrial linkages to enhance staff
and student mobility (e.g discounted tickets from
Increased staff and official carriers)
5.
student mobility c) To sign high impact MOUs and MOA’s with industry
players locally and internationally
d) To capitalize on MOUs with universities and
institutions in Europe and other western countries
so as to benefit from mobility funds.
a) To rebrand “IIUM Global Serving Teams” as a
global platform for international community
engagement
Enhanced International b) To engage Alumni networks in community
6. Community Engagement engagement projects to serve their countries and
others
c) To introduce country or region based community
services programmes through engaging IIUM
students and staff in impactful projects

a) Activate the role of IIUM-Internationalisation

Ambassadors in promoting the university
Enhanced international b) Projecting alumni chapters as reference center of
1. diplomacy and networking networking and linkages
c) Make the international conferences (within & without
IIUM) as a platform for promoting IIUM internationally
(1 international conference 1 booth).
a) Creating Ummah ‘Who is Who’ directory for Muslim
scholars
b) Uniting the Ummah through :
• proposing a framework for accreditation and
2. Enhanced 1 Ummah spirit quality for all Muslim countries
• education in the Muslim World (series of
international conferences)
c) Strengthening the spirit of 1 Ummah through
globalizing Ummatic Week activities.
a) Secure financial assistant and scholarship to
talented students from priority targeted countries
b) Enhance the student fund through increasing the
number of donors
Increased contribution
c) Secure scholarships from Alumni networks (local
from international donors
3. 10, international 10)
to sponsor students
d) GSM to promote a scholarships for talented
students from selected Muslim minority countries
e) Increase numbers of Alumni based business
projects through international alumni network (each
chapter 1 project).
Enhanced presence and
a) To have 2 international branches fully operational
impact
4. b) To increase the number of internationalization
of IIUM @ World and the
ambassadors to cover 60 countries.
World @ IIUM
Enhanced International “IIUM Global Serving Teams” to be officially recognized
5.
Community Engagement by the United Nation and international bodies.

HOLISTIC STUDENT DEVELOPMENT
BACKGROUND
IIUM has set target to become the Premier Global Islamic University. Several core principles
were laid out in making this goal into realization. Among them is the need for IIUM to be
the world renowned university for the holistic student development. By definition, the Holistic
Student Development is student who are spiritually stable, mentally and physically robust,
academically and professionally excellent, ethically and morally upright (Insan Soleh).
We defined ‘world renowned university’ as internationally known, acclaimed and recognized

university; ‘in the holistic student development’ as our integrated approach in providing the
resources (software and hardware) to develop both cognitive knowledge and soft skills ;and
well balanced in acquiring the fard ‘ain and fard kifayah.
GOAL
A world renowned university for holistic student development.
IMPACTS
• IIUM graduates imbued with Islamic values and uphold Islamic ethics.
• IIUM graduates who are highly employable and capable of initiating employment
opportunities to others.

ACTION PLANS
a) New course outline for CCAC subjects and

modules.
b) Engagement of lecturers and Kulliyyat in CCAC
subjects and student clubs and societies.
c) Allowing PG students to establish clubs and
organize programmes.
d) Engaging Students in the issues related to
Student Affairs and Development.
e) Improving the involvement of international
students in sports competitions.
f) Monitoring Feedback from K/C/D based on
Tracer Study.
Improved services and
g) Establishing New Policy to identify and reward
management in Student
1 suitable staff and administrators in offices of
Affairs and Development.
student affairs and development.
h) Establishing New posts in the necessary offices
under ODRSA.
i) Establishing Policies on managing the finances
of generated income and Trust Funds.
j) Solving security issues at Mahallat.
k) Solving transportation issues.
l) Solving maintenance and development issues
related to facilities related to the disabled
students, sports and Mahallah facilities.
m) Solving issues related to students’ programmes.
n) Solving issues related to Disabled Students and
Accessibility of facilities.

a) Establishing Policy on Entrepreneurship Agenda

for Students
b) Student Personality and Career Profile to be
observed by students and mentors..
c) Student Self-Assessment on Ethics and Soft
Skills to be filled similar with Teaching Evaluation
Rating before registration of subjects to be
made compulsory.
75% of IIUM Graduates to d) IIUM Leadership Training Modules.
be employed at the time of e) Monitoring student development process
2. Convocation through inputs from My 3s.
f) Monitoring the incorporation of Soft Skills in
Student Programs and Academic Subjects.
g) Organizing Career Talks relevant to the nature
of Kulliyyah students attributes.
h) Coordinating with third party provider or
industries for students to get the relevant
professional or skill certificates before
graduation.
i) Organizing Student Career Week.
a) Establishing Mentor Mentee Programme.

b) Enforcing Discipline by Engaging Lecturers to
implement the Student Rules and Regulations.
c) Setting up of Kulliyyah Disciplinary Task Force.
d) Activating the Student Disciplinary Committee.
e) Revisiting the role of fellows at Mahallat and
IIUM student imbued with Mosque Officers.
islamic values and moralities. f) Monitoring the Conduct of Study Circle and
3.
incorporating the practicality of ‘Ibadah Camp.
g) Coordinating and Reviewing the Spiritual
Modules at CFS.
h) Encouraging Student activities in spreading
awareness on moral teachings and behavior.
i) Making compulsory for student offenders to
attend sessions with Counseling Centre and the
Mosque.

Better facilities for a) Building new hostels for married students.

1 accommodation and student b) IIUM Training Center for Outdoor Activities.
activities. (Uniform Bodies, Sports and ‘Ibadah Camp)
a) Collaborating with other agencies to provide
certified job skills for students.
b) IIUM Experts.
Centre of reference in c) Establishing IIUM Journal of Student
counselling, co-curricular, Development.
2.
sport and alumni d) Establishing Research Cluster for Student
management. Development.
e) Establishing the Database of IIUM alumni and
Networking for the benefit of students.

TALENT MANAGEMENT
BACKGROUND
The International Islamic University Malaysia (IIUM) realizes that human capital management
plays a very crucial role in achieving its vision and missions. A high quality University is
dependent upon the quality, reputation and productivity of its human capital comprising the
academic and administrative staff.
In providing education to the Ummah, the academic staff play a direct role in educating and
nurturing future leaders. Administrative staff also play a vital role as enablers to support a
positive, progressive and high performance culture for talents to optimise their full potential.
In striving to put IIUM on the world map and become the premier global Islamic university, the
University is committed to create a pool of talents. As such, a conscious, deliberate approach
has to be undertaken to attract, develop and retain people with the aptitude and abilities to
meet current and future organisational needs. This approach termed as talent management
involves individual and organisational development in response to a changing and complex
operating environment. It includes the creation and maintenance of a supportive, people
oriented organisational culture.
Talent refers to high performing selected people who has demonstrated or has the potential to
demonstrate high performance in the future. Talent management covers systematic attraction,
development, engagement and retention of individuals who are of particular value to an
organisation (Chartered Institute of Personnel & Development, 2012).
Talents can be tapped from internal and external sources. Internal talents are the current staff
who have the potential to be developed as high performers. External talents refer to human
capital from organisations outside the University (local or overseas) either in educational
institutions, public sectors or in industries.
Talent management brings together a number of important management initiatives for effective
and efficient utilization of human capital which include the following:

• Planning: having comprehensive and flexible planning for talent identification, development
and retention.
• Recruitment: ensuring the right talents having requisite competencies and values are
attracted to join IIUM.
• Retention: strengthening current policies and procedures that reward, recognise and
support talent development as well as adopting new strategies that support continuous
performance improvement and enhance loyalty and commitment to the University.
• Learning and development: developing globally recognized talents through supporting
continuous learning and development efforts.
• Environment: providing an environment that supports innovation and development of new
knowledge/ products that will enhance the image and reputation of IIUM.
GOAL
To be the university of choice of world class talents.
IMPACTS
• The University will earn excellent global reputation through breakthrough research and
development outputs.
• The University will draw high quality students who will serve as Role Models for the Islamic
world after graduation.
• The University will be involved in high impact policy making efforts at the national and
international levels.
• The University will be recognised for Employment Best Practices.

ACTION PLANS
SHORT-TERM : 2013–2015
Expected
No. Action Plan
Outcome
1.1 Planning: having comprehensive and flexible planning for
talent identification, development and retention.
a) Access to existing databases of Muslim academic and
professionals for identification of talents to be appointed in
IIUM. E.g. ISESCO/ COMSTEC/ IRTI.
b) Implement outreach programme with Talent Corp by 2013
to facilitate global talents and Malaysians abroad joining
IIUM.
1.2 Recruitment: ensuring the right talents having requisite
competencies and values are attracted to join the IIUM.
a) Identify one renowned scholar to hold academic chair/
position in one of the potential centres of excellence in IIUM
(e.g. ISTAC, IIBF, INHaRT, INOCEM).
Pool of talents in b) Joint appointment of talents with prestigious institutions
1.
IIUM locally or abroad by 2013.
c) Create referral programme by 2015 for identifying academic
and professionals to join IIUM.
d) Attract and facilitate top graduate students to serve IIUM.
e) Introduce differential salary packages.
1.3 Retention: strengthening current policies and procedures
that reward, recognise and support talent development as well
as adopting new strategies that support continuous performance
improvement and enhance loyalty and commitment to the
university.
a) Maximise utilisation of internal talent expertise.
b) Introduce performance-based reward system for high
performing talents by 2015.

1.4 Learning and development: developing globally recognized

talents through supporting continuous learning and development
efforts.
a) Implement structured industrial experience/ attachment to
renowned learning & research institutions by 2015 for
potential talents’ career development.
b) Implement Executive Talent Development Programme
(ETDP) for development of balanced talents among
administrative professional and management group.
c) Establish succession plan for particular area of expertise/
job responsibility for talents’ career development.
1.5 Environment: providing an environment that supports
innovation and development of new knowledge/ products that
will enhance the image and reputation of IIUM.
a) Strengthen support system to provide a conducive and
effective work ecology system that is in line with IIUM
Mission, i.e. IIICE.
b) Introduce integrated Human Resource system by 2013 for
efficient management of HR processes.

• The University will have synergistic working environment through ukhuwwah.
MEDIUM-TERM : 2016–2020
Expected
No. Action Plan
Outcome
1.1 Recruitment: ensuring the right talents having requisite
competencies and values are attracted to join the IIUM.
Recruit one renowned scholar for each kulliyyah by 2020.
1.2 Retention: strengthening current policies and procedures
that reward, recognise and support talent development as well
as adopting new strategies that support continuous performance
improvement and enhance loyalty and commitment to the
university.
Improve benefits to retain academic and professionals.
1.3 Learning and development: developing globally recognized
Talents remain talents through supporting continuous learning and development
1. and maximise efforts.
their potential
Establish a plan for scholastic leadership in research &
development and consultancy for particular area of expertise.
1.4 Environment: providing an environment that supports

innovation and development of new knowledge/ products that
will enhance the image and reputation of IIUM.
a) Enhance Islamic work culture with congenial atmosphere of
collegial support for talents’ satisfaction.
b) Provide good work-life balance programmes imbued with
Islamic values to ensure staff are physically, mentally,
emotionally and spiritually healthy.

FINANCIAL SUSTAINABILITY
BACKGROUND
To support the IIUM strategic direction of becoming the Premier Global Islamic University, a
sound financial position is pertinent to enable the University to sustain both students’ growth
and academic excellence.
At the national front, the PSPTN has drawn up its goal of having all local universities including
IIUM to finance 30% of its operating expenditure through internally generated income by the
year 2020. This can be achieved through wealth creation and effective spending through value
for money exercise.
To sustain financially, IIUM has to strike a balance between ensuring profitable ventures and
meeting its social responsibilities as demanded by its stakeholder i.e the Government. As
student fees makes up 70% of the total internal generated income, increasing students’ fees
is one of the attractive option for wealth generation. However, in view that IIUM is considered
as one of the IPTA, it is restricted to increase the undergraduate fees which comprised almost
70% of the student fees.
In the year 2016, IIUM’s teaching hospital is expected to complete and starts its operations.
The main challenge is the increase of expenditure beyond our control as Government has
dictated for IIUM to use the Private Funding Initiative (PFI) method for its construction. This
method would entail enormous commitment for IIUM in paying the contractor/developer over
the next 20 years. In addition to the physical costs, the operational costs for running a teaching
hospital are also substantial. Yet another challenge for us is to account for the rise in the
inflation rate over the years.
Despite the above, we aim to achieve the 30% financing from internally generated income for
our operating expenditure by 2020. With less dependency on Government funding, IIUM will
have the flexibility to chart its own course and fulfil its destiny.

FINANCIAL FORECAST 2013 -2015 EXCLUDING TEACHING HOSPITAL
2011 2012 2013 2014 2015

ITEM
(RM) (RM) (RM) (RM) (RM)
Expected
95,758,231 111,982,584 121,706,819 130,646,240 135,973,396
Income
Expected
485,225,175 544,284,835 557,077,153 609,655,661 734,267,089
Expenditure
% of Income to
19.73% 20.57% 21.85% 21.43% 18.52%
Expenditure
% of Income
supposed to 21% 22% 23% 24% 25%
be Generated
Shortfall (%) 1.27% 1.43% 1.15% 2.57% 6.48%
Shortfall (RM) 6,139,056 7,760,080 6,420,926 15,671,118 47,593,376
FINANCIAL FORECAST 2016 -2020 EXCLUDING TEACHING HOSPITAL

FINANCIAL FORECAST 2013-2020

(INCLUDING TEACHING HOSPITAL FROM YEAR 2015)

GOAL
The Goal of financial sustainability is to ensure sufficient financial resources and be responsive
to future plans and challenges.
All the action plans are geared towards ensuring that adequate financial resources is available
to support the University’s current operations and development expenditure. At the same time,
with the uncertainties in the economic and political environment, it is important for IIUM to build
on its financial reserves to tide over any changes in plans beyond our control.
IMPACT
The long term impact of having to achieve our goal is for the IIUM to attain autonomy in
managing its operations and future plans. With the accumulation of wealth, IIUM will ensure
its continuity in realizing its vision of becoming a leading international centre of educational
excellence in all branches of knowledge.

ACTION PLANS
Expected
No. Action Plan
Outcome
a) Restructuring of fees.
b) Effective marketing for Postgraduates and International
students (focus on attracting sponsored Muslims).
c) Collaboration IIUM/ SBUs / IIUM Holdings Sdn Bhd on
academic programs such as:
• English proficiency programs for OIC member
states & other countries
• Islamic Banking and Finance executive programs In
Law and Economics/ Accounting/Finance at
international level
• Administration of Islamic Law & Judicial legal
services executive programs to OIC members
• Master of Management and Master in Business
• Administration program to OIC member countries
Enhancement of
d) Involve in more lucrative investments including
Wealth Creation:
investing in breakthrough projects.
By 2015, 25% of
IIUM’s operating e) Contribution from SBUs.
1.
expenditure
is financed by f) Expand fee-based income.
internal generated g) Secure projects by staff on sabbatical leave.
income.
h) Marketing for business spaces including for
conferences, sport facilities and accommodation.
i) Develop and promote market driven programs.
j) IEF with the assistance of Alumni Chapters to provide
more scholarships (for Muslim minority countries).
k) Promote programs & trainings to Muslim world.
l) Devise marketing plans in promoting staff expertise
and courses including prepare and disseminate of
brochures to potential clients providing information
on programs & staff expertise.
m) Securing consultancy projects in niche area.
n) Franchising academic programs.

o)IHSB – Education Group:

i) Increase student intake.
ii) IIC to introduce new programs such as Foundation
courses and Degree courses.
iii) IIS to expand existing business operations by
building new facilities and establish new branches.
p) HSB – Services Group:
i) Introduce new services or product range.
ii) Create new markets through “Blue Ocean Strategy”
iii) Reinvest into expansion of facilities to increase
business. (Specialist Medical Centre & Pharmacy)
q) IIUM Endowment Fund :
i) Implementation of new MoU with LZS
ii) Complete masterplan
iii) Widen activities on meeting with potential donors locally
and internationally , also using IEF representatives and
the Office of Deputy Rector (Internationalization) and
ICEO
iv) Rebranding of Kafalah program
a) Sharing of facilities and promote efficient use (optimal
utilization of available spaces).
b) To relook duplication of student activities between
Effective
2. Mahallah/STAD/ Kulliyyah (Number of new programmes
Spending
benefitted from the savings).
c) To conduct manpower audit (To stretch target in terms on
staffing capacity & workload).

MEDIUM TERM 2016-2020

Expected
No. Action Plan
Outcome
a) Self-financing for research expenditure (% of research
through sponsorship).
b) Self-financing for student expenditure (% of student
Enhancement of activities through sponsorship).
Wealth Creation: c) Commercialization of products (% of income from sale of
By 2020, 30% of research products).
IIUM’s operating
1. d)IHSB to:
expenditure
is financed by i) Venture into new business such as property development
internal generated projects and technology business (green technology &
income. renewable energy).
ii) Divestment of profitable companies via IPO/Public
Listing exercise to unlock value of investments.
Note: IHSB to increase contribution to RM10.0 Million by 2020.

a) Reducing maintenance cost by 10% of all the IIUM’s
properties (Regular preventive maintenance are being
Effective carried out).
2.
Spending
b) Minimize adhoc/unplanned renovation works (Proper
planning and priority on renovation works).

BEYOND THE YEAR 2020
a) Attracting more fund contributors by building ties with

strategic partners e.g. OIC members/ alumni / various
other organizations (Increase in philanthropic funding -
IIUM Friends).
Financial b) Full swing operations of private wing for Teaching Hospital
1.
Sustainability e.g. to take advantage of staff insurance scheme (Surplus
from operation, IIUMy Family medical insurance scheme,
health tourism).
c) Opening of branch campus overseas offering niche
programs (% of income from overseas branch campus).

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IIUM 2013-2020

PRESIDENT OF INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA

TAN SRI MOHD. SIDEK HASSAN

4 Garden of Knowledge and Virtue

PROF. DATO’ SRI DR. ZALEHA KAMARUDDIN

Garden of Knowledge and Virtue 5

Garden of Knowledge and Virtue 7

“Study the past if you would define the future.”

1.1. Brief History

Garden of Knowledge and Virtue 9

10 Garden of Knowledge and Virtue

• Read! And thy Lord is Most Bountiful

The summary of the Vision statement is:

iv. Comprehensive Excellence

1.5. The Objectives of the University

2. IIUM STRATEGIC PLAN 1 (2001- 2010)

12 Garden of Knowledge and Virtue

i. Sciences and Technology Programs

ii. Post-Graduate Program

iii. Research and Consultancy

iv. IIUM’s Role in Globalisation

3. IIUM STRATEGIC PLAN 2 (2007- 2015)

In attempting to become a Research University as recognised by the Ministry of Higher Education

Garden of Knowledge and Virtue 13

Figure 1. The essence of the second Strategic Plan.

14 Garden of Knowledge and Virtue

4. IIUM STRATEGIC PLAN 3 (2013-2020)

Garden of Knowledge and Virtue 15

• 19 Sept 2012 : Briefing to all Champions and Secretariats

• 18 & 31 Oct 2012 : Workshop with Student Holistic Development KRA.

• 7 Nov 2012 : Strategic Plan Briefing to Senate members.

16 Garden of Knowledge and Virtue

Garden of Knowledge and Virtue 17

FRAMEWORK OF THE STRATEGIC PLAN

Sowing the Seeds of Global Breakthroughs: Enter the Matrix

Garden of Knowledge and Virtue 19

Figure 2. Initial formulation of the third Strategic Plan.

20 Garden of Knowledge and Virtue

Figure 3. The IIUM Planning and Implementation Framework.

Garden of Knowledge and Virtue 21

22 Garden of Knowledge and Virtue

Garden of Knowledge and Virtue 23

24 Garden of Knowledge and Virtue

Figure 5. The Champions and their Secretariats.

Figure 6. The eight KRAs Goals.

Garden of Knowledge and Virtue 25

Figure 7. An example of a Matrix in a Commitment Book.

26 Garden of Knowledge and Virtue

Figure 8. Project Monitoring.

Figure 9. The Breakthrough Matrix.

Garden of Knowledge and Virtue 27

28 Garden of Knowledge and Virtue

Figure 11. Touch base with the grassroots.

Garden of Knowledge and Virtue 29

Tucker, R. B. (2010). Innovation is everybody’s business. Santa Barbara: The Innovation

30 Garden of Knowledge and Virtue

Garden of Knowledge and Virtue 31

STRATEGIC FOUNDATION : ISLAMISATION

Garden of Knowledge and Virtue 33

Consequently, the Strategic Plan for Islamisation in IIUM aims at Islamizing: