Our Process


In February 2022, the College of Business at Oregon State University began the strategic planning process for its next strategic plan. This initiative was aimed at defining clear priorities that would not only align with the overarching goals of the university but also set a distinctive and action-oriented path for the college, ensuring robust support and alignment with accreditation standards.

Laying the Groundwork

Phase One: Feb. – June 2022

In Phase One, the college partnered with Juniper, a consultancy known for its expertise in strategic planning and facilitation. This phase was characterized by a deep dive into the college's current state and potential future paths:

  • In-depth assessment and data collection: The team undertook a thorough assessment, collecting and analyzing data from a variety of sources. This included academic program descriptions, marketing materials, recruitment strategies, and insights from educational publications such as Inside Higher Ed, The Chronicle of Higher Education and EdTech Magazine. The goal was to understand the college's position in the context of national trends, regional specifics of Oregon and the Pacific Northwest and the competitive landscape.
  • Extensive stakeholder engagement: Recognizing the importance of diverse perspectives, the college engaged with a wide array of stakeholders. This included conducting 29 in-depth interviews, administering two broad surveys that brought 3,440 responses and organizing several interactive workshops. The engagement spanned faculty, staff, students, alumni and industry partners, ensuring a comprehensive understanding of the various needs and expectations.
  • Comprehensive SWOT analysis: The college identified its strengths, such as the innovative nature of its faculty and staff and priority investments into academic advising and student support. Opportunities were identified in areas such as expanded experiential learning, digital career readiness and continuing education. The analysis also highlighted threats such as the rising cost of higher education and the pace of technological change, along with weaknesses, including the need for a cohesive culture across different campuses and a unified vision for centers of excellence.



Building Momentum

Phase Two: July 2022 – Dec. 2023

With insights from the first phase, the college moved into a more action-oriented second phase, focusing on our four primary and guiding four strategic priorities:

  • Deliver distinctive, dynamic education that supports lifelong learning: The college revamped its academic and co-curricular offerings to better meet market demands and student needs. This included expanding the mentoring program to all external transfer students, adding a program director for the Certified Financial Planning program, and increasing funds for career development and experiential learning.
  • Support ground-breaking insights and research: Significant efforts were made to enhance the college's research capabilities. This included providing summer support for research faculty, expanding roles and funding for program directors and increasing resources for research committees.
  • Create an inclusive culture that inspires excellence: The college made significant strides in creating an inclusive environment. We grew diversity among the student body, established new positions to support international students, and supported the Center for Advancing Diversity, Equity, and Inclusion in Business.
  • Expand the college’s reputation across Oregon and beyond: The college worked on strengthening its brand and expanding its reach. Achievements included a 33% increase in alumni volunteer engagement, expansion of the VITA program with a grant from the State of Oregon, and successful industry research projects with the Center for Business Analytics, the Center for Supply Chain Management and the Center for Marketing and Consumer Insights.

As we progress into Phase Three, the focus remains on enhancing the four strategic priorities. This phase involves setting detailed project plans and key performance indicators for each priority area: further evolve academic offerings, support groundbreaking research, foster an inclusive culture and expand its reputation both regionally and nationally.

In tandem with these efforts, the college leadership is committed to supporting the university's broader targets. These include ambitious goals such as increasing annual research expenditures, improving graduation rates, expanding online enrollment and growing the OSU-Cascades campus. Through these aligned efforts, the College of Business aims to not only excel in its own right but also contribute significantly to the success and growth of Oregon State University as a whole.





A Bold Future and Differentiation

Phase Three: Jan. 2024 – 

As the College of Business steps into Phase three, it remains committed to our primary and guiding strategic principles, but also turns toward distinguishing itself in alignment with our existing strengths both within the college and within the broader university community.

Coming Winter 2024

Core Values

We have a unique educational approach where values and impact are key. We prioritize people over profit and redefine business as a societal good. Committed to nurturing students with innovative support, we focus on academic and ethical growth. Our dedication to integrity, inclusivity, and societal betterment, acknowledges our historical roots and champions diversity and equity. We are on a journey where education transcends learning, aiming for a positive global impact.

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The College of Business is poised for growth and transformation with a strategic plan that focuses on four crucial areas. These pillars are the foundation upon which we'll build our future.

Each area will shape our development over the next several years. They will drive our actions, inform our decisions and inspire our community. And importantly, they will help us create an environment that promotes diversity and inclusion, and empowers every member of our community to succeed.

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