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The purpose of this paper is to outline the critical success factors for crafting a strategic architecture for e‐learning at HP University.

A descriptive survey type of research design was used. An empirical study was conducted on students enrolled with the International Centre for Distance and Open Learning who were attending personal contact programs (PCPs) in professional courses so as to elicit the importance of e‐learning in distance education programs.

From the research questions for implementing e‐learning it was found that the current practices of instruction are satisfactory, the centers where PCPs are not sufficiently equipped for the training of learners and resource persons at PCPs do not have interest in the ICT program although the learners are ICT savvy, but there is no regular electricity supply, sufficient facilities and consumables for the usage.

Although an empirical study was conducted, the respondents, the students, sometimes disclose the information and do not reply to the questions in good faith.

The article addresses the critical success factors in crafting a strategic architecture for e‐learning at HP University so as to implement e‐learning for the benefit of the staff and the students.

The article addresses the critical success factors for implementing e‐learning in a traditional university environment.

The purpose of the paper is to unravel a strategic architecture for e‐learning for a traditional university like Himachal Pradesh University (H.P. University) and provide guidelines as to how to carry the implementation of e‐learning for the university of the future.

Getting to the future first is not just about excelling competitors bent on reaching the same prize. It is also concerning having one's own view of what the prize is. There can be as many prizes as runners; imagination is the only restraining factor. The paper provides a literature review for a traditional university like H.P. University to venture into e‐learning.

To venture into e‐learning, H.P. University will have to reengineer itself, understand how competition will differ in the future and capture and refine insights into future opportunities.

The paper has limitations that it presents a review of literature from secondary sources.

The paper provides guidelines as to how to implement e‐learning which will be beneficial for both the staff and the students.

The paper advocates the concept of strategic thinking in the education sector for implementing e‐learning.