School of Business Strategic Plan 2016-2020

The current strategic plan was developed by the Strategic Planning Committee together with our faculty, staff, students, administrators, alumni, and the business community. All activities of the School of Business are driven by and are aligned with the following mission.


The School of Business provides innovative, quality, and cost-effective undergraduate and graduate business education in North Central Indiana. The curriculum incorporates experiential learning to prepare our students with the skills to excel and function responsibly in a diverse global economy. The faculty is dedicated to making a positive impact through close relationships with students and excellence in teaching, research, service, and community engagement.


The School of Business strives to distinguish itself as the first choice for higher education in business in North Central Indiana.

Core Values

The following five Core Values guide the thinking, actions and governing processes of the School of Business and its members.

  • Collegiality - The philosophy that the mutual goals and activities of the School and its members are to be pursued collaboratively with all relevant stakeholders.
  • Creativity - The personal attribute of generating original ideas and perspectives, departing from conventional views to pursue a new approach, conception or vision.
  • Initiative - Willingness to generate and/or pursue ideas, proposals and actions, assuming personal responsibility for their disposition.
  • Integrity - Believing, thinking, and acting consonant with one's espoused values and intentions. Integrity is the hallmark of wholeness, personally and professionally.
  • Inclusiveness - Unconditional acknowledgment and acceptance of others as persons, regardless of their background, ethnicity, gender or beliefs. Inclusiveness is the core value for diversity.

Strategic Priorities

Our Strategic Plan is organized into three overarching strategic priorities (enhancing student learning and success; building intellectual capital; and increasing enrollment and community engagement). Each strategic priority is followed by long-term goals that describe our desired five-year outcomes. The goals are further broken down into specific short-term actions. Our Strategic Grid, which is a companion document, delineates specific performance measures that are reviewed annually. The overall Strategic Plan undergoes a major review and revision on a five-year cycle.

STRATEGIC PRIORITY #1: Enhance Student Learning and Success

  • Goal #1: Increase Multicultural and Global Awareness
    • Increase global, multicultural, and diversity content in classes
    • Add international electives
    • Encourage international experiences including travel abroad
    • Develop creative international partnerships
    • Diversify our recruiting efforts
  • Goal #2: Increase Integration in the Program
    • Provide innovative integrative experiences
    • Increase student engagement with local business internships
    • Increase faculty communication regarding integrated content between the courses
    • Ensure ethics and social responsibility are integrated throughout all our programs
  • Goal #3: Improve Assessment Plan and Demonstrate Impact
    • Update General Education on undergraduate curriculum to align with university changes
    • Review and revise learning outcomes/course grids in the undergraduate and M.B.A. programs
    • Conduct survey with alumni and current students - both M.B.A. and undergraduate
  • Goal #4: Implement Innovative Scheduling and Modes of Delivery
    • Offer innovative course formats (online, hybrid, co-op, and cohort)
    • Explore innovative scheduling, such as Friday classes
    • Maintain the quality of online courses

STRATEGIC PRIORITY #2: Build Intellectual Capital

  • Goal #1: Provide Support for Quality and Impactful Research
    • Encourage faculty to apply for research support
    • Publicize faculty intellectual impact to relevant stakeholders
    • Review Faculty Development Guide to ensure innovation and quality in teaching and research
    • Benchmark with peer and aspirant schools on impact and quality of faculty research
  • Goal #2: Promote Faculty and Staff Development
    • Improve mentorship of new faculty and adjuncts
    • Encourage faculty and staff participation in conferences and continuing education
    • Encourage faculty and staff to update their professional skills

STRATEGIC PRIORITY #3: Increase Enrollment and Community Engagement

  • Goal #1: Enhance Internal Marketing
    • Increase impact of participating in graduate fairs and class visits
    • Promote ENACTUS (SIFE) presentations
    • Create innovative M.B.A.A. Events
    • Encourage undergraduate students to apply to our M.B.A. program
  • Goal #2: Strengthen External Marketing
    • Attract new students through innovative online presence by utilizing social media and a revised website
    • Increase impact of VIP day, Business Major Day, and high school visits for undergraduates
  • Goal #3: Improve Career Placement
    • Support career training and professional development
    • Encourage and support internships and mentorships
    • Strengthen the relationship with the campus Career Services Office
  • Goal #4: Expand Community Engagement
    • Expand community engagement events
    • Increase engagement with local businesses

Adopted by the School of Business on December 3, 2015