p>Every organization should have a vision which spells out what it expects to realise in the long run, and continuously strive towards converting it into reality. Vision is born out of the minds and hearts of its propounders - ever constant and persistent, yet adaptive and responsive to rapidly changing conditions. The question of what SIMS as an educational institution would be like in 2025 is attempted to be outlined in this paper. Vision realization in some areas is possible to estimate quantitatively with a fair degree of confidence. In some others the broad direction is perceivable butnbsp;unable to reasonably put in numbers the likely accomplishments. The institution itself is instrumental in determining its quality and furthering it strategically towards its future. Admissions should reflect heterogeneity of student population in terms of gender, regional, religious, cultural amp; linguistic differences. Courses should cover all realms of human life from technology to business and social service. Faculty should have a functional area of specialization and bend of mind fornbsp;research and continuous improvement. This apart, the infrastructure should be sound. Teaching learning methods should incorporate a variety of pedagogy. Research and collaboration should be strong. Consultancy and training should benbsp;manifold. Industry exposure and placement should be extensive. Social service and civic responsibility should form thenbsp;pillar of student orientation. Value addition through certificate courses, modular courses and soft skill should be incorporated. Beyond all this, there should be sufficient scope for horizontal and vertical integration. The perspective plan aligned with the vision and mission should spell out clearly, various aspects considered for students, faculty, courses, employers, infrastructure developments should be in the plan. Appropriate strategy development is required for planningnbsp;and deployment of the various elements mentioned above.

{"references": ["1. Gupta P and Neetu Gupta, (2013), The Great India Vision 2020 for Higher Education, Asian J. Edu. Res. & Tec, Vol. 3 (2)", "2. Mukhopadhyay, M. (2005). Total Quality Management in Education, 2nd Ed, New Delhi: Sage Publications.", "3. Harvey, L. (1998). An assessment of past and current approaches to quality in higher education, Australian Journal of Education, 42(3), pp. 237-255.", "4. Srikanthan, G. and Dalrymple, J. (2003). Developing alternative perspectives for quality in higher education, International Journal of Educational Management, 17(3), pp. 126-36.", "5. Hill, Y., Lomas, L., MacGregor, J. (2003). Students perceptions of quality in higher education. Quality Assurance in Education, Vol. 11 No. 1, pp. 15-20.", "6. Douglas C. Bennett, (2001) \u201cAssessing Quality in Higher Education,\u201d Liberal Education, Spring, pp. 40-46.", "7. Madu, C. N. and C. Kuei, (1993) Dimension of Quality Teaching in higher institutions, Total Quality Management, Vol. 4, No. 3."]}