Executive Summary The University of Modern Sciences (Dubai) is a local-based institution of higher education in the UAE. The university mainly offers biotechnology courses and caters to the educational needs of a diverse student population. Although the university aims to create respectable and productive members of the society, this report shows that the institution’s strategic performance has been dismal. Indeed, after assessing its internal and external environments, this report shows that its corporate-level and business-level strategies have failed to exploit its core competencies. Instead, the institution has relied on traditional competencies for the improvement of its strategic performance. However, stronger foreign-based universities have overshadowed such strengths. Consequently, analysts have ranked the university behind its peers. Based on this performance, this paper recommends a strategic shift from the institution’s traditional competencies to its key resources (resource-based view). The success of this strategy depends on its effective implementation, at a business level. Background Through the patronage of the Abu Dhabi Chamber of Commerce, UMS (2014) started offering science-based courses in 2010. Since then, the organisation has grown to become a prodigious university in Dubai, and the wider Middle East region. Today, the university mainly offers biotechnology courses (during its inception, the University was called the Biotechnology University College). However, the institution also offers other courses, such as “Forensic sciences, Industrial engineering, Pharmaceuticals, and Business” (UMS, 2014, p. 1). Aim This paper aims to understand the strategic framework of UMS (2014) by evaluating its vision, core competencies, environment, and competitive position. To do so, this report uses strategic management tools, such as the SWOT and PEST analyses. Comprehensively, the findings of this report could provide its managers with a broader perspective of their performance. This way, they would adopt effective strategies of exploiting present and future opportunities for growth and excellence. Scope The scope of this report covers the internal and external environments of UMS (2014). Furthermore, this report covers the strategic position of UMS (2014) in its product and group segments. Strategic Analysis Vision and Mission According to the official website of UMS (2014), the organisation’s vision aims to provide an opportunity for students to create and produce new and innovative products in the society. Through this vision, the organisation strives to equip learners with new knowledge. Organisation Chart The organisational chart for UMS (2014) is broad and dynamic. However, at the helm of the institution is the chairperson of the board of trustees. The President of the institution operates under his leadership. Two Vice Presidents (Vice President for academic affairs and Vice President for administrative and financial affairs) support the functions and roles of the President. The Vice President of academic affairs oversees the roles and functions of five colleges – college of arts and sciences, college of biotechnology, college of pharmac