A strong strategic plan begins with a strong process. When the College of Business set out to develop its next strategic plan, the goal was to create a roadmap for the future — one that reflected the voices, aspirations and expertise of the extended college community.

The planning effort began in early 2022 with a commitment to reimagine the college’s vision and strategic priorities. From the outset, the process was designed to align with university goals while establishing a distinctive, action-oriented direction for the college and supporting accreditation expectations.

To ensure the plan was informed by a broad range of perspectives, the college sought input from stakeholders across its community, including faculty and staff, students, alumni, donors and industry partners. The planning team also reviewed AACSB accreditation standards, examined national trends in business education and considered the unique economic and social landscape of Oregon and the Pacific Northwest.

Engagement was a cornerstone of the process. The college conducted 29 in-depth interviews, collected and analyzed survey responses from 3,440 stakeholders and hosted a series of interactive workshops. These conversations provided valuable insights into the college’s strengths, opportunities and aspirations, helping shape priorities that were both ambitious and achievable.

The process also highlighted the people who make the college successful. From instructional professionals and faculty members to advisors, marketing specialists, event coordinators, IT professionals and facilities teams, every member of the college community contributed perspectives that helped inform the final plan.

The result is a strategic plan grounded in collaboration, data and shared purpose. By engaging stakeholders, examining emerging trends and aligning priorities with institutional goals, the College of Business created a framework for future decision-making and growth. More importantly, the process established a strong foundation for implementing initiatives that will benefit students, strengthen the college and create lasting impact throughout Oregon and beyond.

Phase one: Laying the groundwork
February – 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.

Phase two: Building momentum
July 2022 – December 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.

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.

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 and Applied AI, the Center for Supply Chain Management and the Center for Marketing and Consumer Insights.

Phase three: A bold future and differentiation
January 2024 – present

The College of Business, in phase three, remains committed to our primary and guiding strategic principles, but also turns toward distinguishing itself in alignment with our existing strengths and emerging challenges both within the college and within the broader university community.