Organisational development, infrastructural resources, people, and the economic-financial significance and openness to the territory are also important elements of reference and connection with the daily operations of staff, students, Alumni and partners.

The chosen strategic development model, that of the Balanced Scorecard (BSC), has taken the form of a strategic map that integrates the key aspects of the institutional philosophy (vision, mission, values, Ethical Code and Educational Agreement), defines the Fundamental strategic directions (FSD) and four Dimensions directly related to the Priority Strategic Objectives, to be achieved both at institutional level and departmental and individual level for each staff member.
The aim is to have not only a document codifying the strategy, but also an operational tool for the daily work of each employee.

The strategic map is in fact accompanied by a plan of measures to be implemented over the four-year period, together with a set of indicators to measure the effectiveness and quality of the actions that will be gradually implemented. The indicators will serve as a guide and operational and monitoring tool for the institution and all staff involved in the implementation of the strategy.

The strategies of the affiliated schools are aligned with that of SUPSI, while leaving everyone the possibility of adaptation, in compliance with the objectives defined and consistent with the Affiliate Agreements, so as to consider their managerial and administrative autonomy.