College of Business Strategic Plan 2023-2028

Strategic Plan Steering Committee Members

Michael Roberto (Dept of Management)

Eileen Kwesiga (Chair, Dept of Management)

Peter Nigro (Dept of Finance)

Suhong Li (Chair, Dept of ISA)

Asli Ascioglu (Chair, Dept of Finance)

Andres Ramirez (Dept of Finance)

Saeed Roohani (Chair, Dept of Accounting)

Dirk Primus (Dept of Management)

Keith Murray (Chair, Dept of Marketing)

Elzotbek Rustambekov (Dept of Management)

Introduction

Bryant University, celebrating its 160th anniversary in 2023, is a selective university with distinctive business,

health sciences, and liberal arts programs. Bryant’s multidisciplinary curriculum, which integrates business and

the liberal arts, offers real-world experiences for students who also graduate with global perspectives. The

College of Business offers undergraduate and graduate degrees, as well as executive development programs.

The College of Business continues to be the cornerstone of Bryant University, accounting for almost 80

percent of the University’s undergraduate enrollment, and 90 percent of the graduate enrollment. More than

80 percent of undergraduate students reside in campus housing, ranging from traditional first-year residence

halls to senior townhouses. The College of Business continues to attract its student body from northeastern

states, with the majority from Connecticut, Massachusetts, and Rhode Island.

The organizational structure of the College of Business consists of the dean, an associate dean, five

department chairs, and several program co-coordinators. Currently, Madan Annavarjula serves as dean of the

College. Recognizing the value of an external perspective, the College of Business dean established a board of

advisors in the fall of 2017. The role of the College of Business Board of Advisors, composed primarily of

leading business professionals from for-profit and non-profit organizations, is to bring an external perspective

to strategic planning and to provide input into programs reflective of and needed for the markets that the

College of Business serves.

The following sections explain the efforts of the College of Business to develop a new Strategic Plan for the

next five years (2023-2028) that enables the college to create an innovative new curriculum, enhance student

success and outcomes, and foster a culture of shared success among its faculty, staff, and students.

College of Business Strategic Plan 2023-2028

Industry Analysis

Five years ago, we conducted a comprehensive analysis of the higher education industry using the “five forces

framework” authored by noted management and strategy expert Michael Porter. We studied the impact of

the “buyers” (students and parents), suppliers (professors, technology providers, etc.), barriers to entry into

the higher education industry (profit/non-profit entrants), threat of substitutes (online education, corporate

universities) and the general status of the competitive rivalry within the higher education sphere (tuition and

discount rates, scholarships, facilities etc.).

At the time, we came to the following conclusions:

• Each of the five forces is moving in the wrong direction, with (tuition) price rivalry expected to increase

further in the future.

• The analysis suggests that colleges and universities will experience increasing financial pressure in the

years ahead, particularly small non-profit private colleges with limited endowments.

• The winners also will find ways to mitigate negative forces, such as by finding more attractive

niches/segments within higher education.

• Winning strategies will establish competitive positions in which differentiation is enhanced, price

rivalry is muted to some extent, and where barriers to entry are substantial.

• Alternatively, winning strategies will establish formidable low-cost positions, in which scale economies

are maximized, fixed costs are amortized more effectively, etc.

What has happened since then regarding these industry forces?

• Buyers have become more powerful, and substitutes such as online education continue to be a threat.

Consequently, price rivalry has increased substantially. Discount rates at private colleges and

universities have soared in the past decade. See the chart on the next page from NACUBO:

College of Business Strategic Plan 2023-2028

As competition has intensified, significant changes have occurred in the college admissions process over the

past five years:

• Test-optional has become much more prevalent, particularly since the COVID-19 pandemic began.

• Competition for students has extended well beyond May 1

as that date has become less significant

than it used to be. Many colleges continue to recruit and compete for students beyond May 1

, even

attempting to lure students who have deposited at other schools by the traditional May 1

deadline.

• Many, though not all, colleges have focused even more heavily on demonstrated interest in evaluating

students during the application process.

• The pandemic had a negative impact on international student admissions, and the recovery in that

area has been slow to date for many institutions.

These changes make the competition for students even more intense. The continued demographic decline

among high school graduates in the Northeast impacts Bryant University a great deal, given our high

concentration of students from New England, New York, and New Jersey.

Our Academic Programs

• Our International Business program continues to be very highly ranked nationally (top 20 by US News).

However, enrollments have lagged in this program in recent years for several reasons including

challenges in our foreign language program and the decline in international students due to the

pandemic.

• Our Finance program has the most concentrators by far on campus. We have made great strides in

enhancing our experiential learning opportunities for finance students. Moreover, we have recruited

several strong young faculty members to the department. A focus on hiring more women has resulted

in a much more balanced department in terms of gender. We hope that these hiring efforts will help

us recruit more women to the concentration moving forward.

• We have introduced several new increasingly popular concentrations in the past five years including

data science, digital marketing, team and project management, and leadership and innovation

management. We have also revamped our entrepreneurship major in a major way.

• Bryant hosts a very popular and successful intercollegiate sales competition. This year, we had more

than 350 students and faculty in attendance. The competition has attracted many corporate sponsors

and partners, and it has helped us place students in terrific jobs.

• Our Accounting program has suffered enrollment declines in the past five years. Student interest in

accounting has declined nationally, but we have lagged national enrollment figures. The College of

Business is focused on reversing this trend.

• At the graduate level, our online Professional MBA program has gained traction in the market and

attracted very high-quality students. The program has been ranked in the top 50 nationally two years

in a row by Poets and Quants.

• This online program has not cannibalized our part-time in-person MBA program. Meanwhile, our one-

year, full-time MBA program has experienced strong enrollments in the past two years.

College of Business Strategic Plan 2023-2028

Competitive Analysis:

We benchmarked Bryant against our peer institutions in New England with strong business programs as part

of our strategic planning process. We have summarized key findings below.

The benchmarking analysis reveals several key challenges and significant opportunities for Bryant:

A. Bryant is concerned about its high acceptance rate compared to some of its peer schools. Since the

time these data were collected and analyzed, Bryant has nudged its acceptance rate down (both in

2022 and 2023). The goal is to continue that downward trajectory.

B. Bryant also has an opportunity to improve its percentage of students of color (non-white +

international), and students who are socioeconomically disadvantaged (as measured by percentage of

students receiving Pell grants).

C. Bryant has faced serious challenges to recruit female students (similar to other institutions, that focus

on business (Babson and Bentley).

D. The competitor analysis reveals that, for Bryant to compete effectively with other successful business

programs in the area, it has a serious need to make a significant investment in new business school

building and related infrastructure such as technology, experiential learning spaces etc.in the near

future.

E. In this context we feel very fortunate that Bryant has recently received a transformational gift of a

250,000 Sqft building across the road from our current campus from Fidelity Investments. The

University has embarked on plans to develop this as the future home of the College of Business along

with other facilities and shared spaces.

F. The analysis also identifies one very important strength for Bryant: we deliver a very strong return on

investment for our students. According to Georgetown University study on ROI on Educational

Investment, Bryant is in the top 1% of schools, delivering an exceptional ROI for its graduates.

Combined with the historically strong career outcomes of our graduates, Bryant is well regarded as a

desired destination for students for the foreseeable future.

Additional qualitative analysis reveals several other important strengths of a Bryant business education:

1. Breadth and depth of experiential learning opportunities

2. Strong co-curricular programs (Collegiate Entrepreneurs Organization, for example)

3. High number of faculty with international backgrounds and experience

4. Significant efforts to enhance our teaching effectiveness through programs offered by the Center for

Teaching Effectiveness (which we proposed during our last strategic planning process).

5. Strong involvement by alumni in our classes and campus organizations as guest speakers, judges, and

mentors.

6. Good partnerships with local corporations who work with our students and sponsor projects for our

courses.

Based on these realities and the research we conducted, the College of Business has embarked on developing

a new strategic plan for 2023-2028. The following section explains the strategic planning process and

engagement with key stakeholders.

College of Business Strategic Plan 2023-2028

College of Business Strategic Management Process

The current Strategic Plan of the College of Business has been in place since 2018. In May of 2021, we decided

that the College needed to develop a new strategic plan that reflected the collective vision of the university,

the faculty, and the Academic Affairs Leadership. Since the university strategic plan (Vision 2030) was being

discussed and developed at the same time, we decided to delay the development of the College of Business

plan until such a time that the University Plan had taken shape. In this way, we could align the CoB strategic

plan with the university plan.

The group’s work unfolded in four phases:

Phase 1: Initial Meetings and Brainstorming

Initial discussions were led by Dean Annavarjula and Associate Dean Das with CoB faculty and department

chairs which resulted in a broad understanding of the steps involved and the process moving forward. A

strategic planning steering committee was formed that included Professors Michael Roberto, Peter Nigro,

Andres Ramirez, Elzotbek Rustambekov, Dirk Primus, Eileen Kwesiga, Asli Ascioglu, Saeed Roohani, Keith

Murray and Suhong Li.

Initial meeting of the steering committee was held in the form of a retreat in November 2021 to generate

ideas and identify next steps in the process.

The committee proposed the following steps:

1. Hold discussions with all faculty and the Dean’s Council on specific areas as identified by a faculty survey

and the steering committee meetings.

2. Develop a matrix of ideas to identify key goals for the CoB plan.

Initial meetings

with Associate

Dean and selected

members of faculty

May–June

2021

Initial meetings with

Department Chairs

Summer 2021

Discussion and

compilation of

Strategic Planning

Steering

Committee

Early Fall

2021

Preliminary

meetings with COB

faculty

Fall 2021

Faculty Workshops

Fall 2021 and

Spring 2022

Department Chairs

and Dean’s Council

Workshops

Spring 2022

Preliminary Draft

of the Plan

End of Spring

2022

Final Version and

Review by

University

Leadership

Summer 2023

College of Business Strategic Plan 2023-2028

3. Create a statement of values and a redesigned mission statement resulting from the discussions.

4. Develop metrics that measure progress toward achieving our goals.

5. Align with University Vison 2030 plan.

Phase 2: Survey of Faculty

In the winter of 2022, we surveyed faculty based on key issues during the steering committee’s planning

retreat. The following questions were included in the survey.

1. What attitudes and skills do we want all Bryant CoB graduates to have? (Mindset)

2. How do we enable effective learning? (Pedagogy)

3. What outcomes do we desire for our graduates? (Outcomes)

4. Where do we see our Graduate School in the future? (Graduate Education)

Workshops and discussions were held with the CoB Dean’s Advisory Council in Spring 2022 on specific themes

and their responses were carefully recorded. The CoB Dean’s Council consists primarily of Bryant CoB Alumni.

In addition, selected Strategic Planning team members met with the Bryant Senior Advisory Council to discuss

the draft plan and receive feedback from them to be incorporated in the final version.

Phase 3: Draft Version of the Plan

The Strategic Plan Steering committee met in May 2022 to refine the feedback from Dean’s Council. A matrix

consisting of strategic pillars, action steps in the areas of teaching, research, community engagement and

administrative support was developed (appendix-**).

Throughout this time, we presented interim progress reports at faculty-wide meetings and gathered additional

input and feedback. We used breakout brainstorming sessions at these faculty meetings to generate and

collect ideas.

Phase 4: Provost Review and Approval

Dean Annavarjula forwarded a draft of the plan to the Provost Rupendra Paliwal on behalf of the Strategic

Plan Steering Committee in November 2022. The plan was further refined based upon comments from Provost

Paliwal. The revised plan was then presented at the Spring (April) 2023 meeting of the CoB Dean’s Council. The

finalized plan that was vetted by the Dean’s Council, the steering committee and the Department Chairs was

then presented to President Ross Gittell in late Spring for his review.

The final approval from both President Gittell and Provost Paliwal was received in mid-summer 2023.

The following section describes the proposed strategic plan that was developed with input from students,

alumni, faculty, administrative leadership, and the Dean’s Council.

College of Business Strategic Plan 2023-2028

Bryant University College of Business 2025 Strategic Plan

Purposeful Leaders for a Data-Informed World

Our Vision:

College of Business at Bryant University aspires to be among the top private accredited institutions

nationally and internationally by offering a high-quality experiential business education that is current in its

content, comprehensive in its scope and conscientious in its impact.

Our Mission:

“We educate and inspire our students to become purposeful leaders in a data-informed world.”

Why This Mission?

We believe that students must become purposeful leaders to make a positive impact on the world.

We believe that students must be equipped to thrive in the age of big data, powerful analytics, and digital

transformation.

We believe that Bryant’s hands-on, learning-by-doing approach inside and outside the classroom will prepare

our students to lead and to thrive in this data-informed world.

We are living in the age of big data. Technological transformation has unleashed the power of data to shape

and guide our decisions in ways that didn’t even seem possible a short time ago.

Our students must understand how technology can shape our lives and organizations for the better, as well as

how it can create harm. They must be equipped to understand how artificial intelligence, machine learning,

and other technologies are reshaping the way organizations operate and decisions are made. They must know

how to leverage technology, analyze data, and critically evaluate information to come to meaningful

conclusions.

We must equip and motivate our students to make better decisions by harnessing the power of data,

analytics, and technology. However, we want our students to exercise sound judgment guided by their

purpose, ethical principles and their values and not simply rely on algorithms and machines to make

decisions.

College of Business Strategic Plan 2023-2028

Beyond Books, Boundaries, and Borders

To achieve our mission, we believe that Bryant’s College of Business must be committed and prepared to go

beyond books, boundaries, and borders in all that we do.

 Beyond Books: Enrich and increase content of experiential learning in all courses and programs. These

efforts include internships, practica, consulting projects, case studies, student research and corporate

connections.

 Beyond Boundaries: Encourage and enable students to expand their horizons by exploring business-

related knowledge across traditional functional areas, applied fields, STEM discipline. Augment their

knowledge through certifications and micro-credentials.

 Beyond Borders: Design curriculum to include international content, perspectives, and experiences.

Provide enriching short-term and long-term study abroad programs, increase Fulbright opportunities,

and facilitate international student and faculty exchanges. Expand Bryant’s partnerships with leading

institutions around the world.

Leading with Purpose:

What does it mean to lead with purpose? Why is this capability so essential in today’s world?

1. Students must find their purpose in life in addition to discovering their passion. Doing so will help

them find meaningful work and satisfying, productive careers.

2. Purposeful leaders must be empathetic and understand what drives those around them, as well as the

challenges and obstacles others face each and every day.

3. Leaders must rally others around their organization’s purpose to engage and motivate their team

members to achieve shared goals.

4. Being driven by purpose means that leaders make decisions guided and driven by their core values, not

simply the bottom line.

5. Being driven by purpose means making decisions that will have a positive impact on employees,

customers, partners, communities, investors, and the planet itself.

What we value:

1. Intellectual curiosity - We strive to create and nurture a sense of intellectual curiosity in our students

by creating an environment that fosters curiosity and creativity.

2. Diversity - We believe that enhancing diversity in all respects makes us all stronger and better citizens,

and it prepares our students to succeed in their chosen professions.

3. Empathy - We believe that building a sense of empathy in our students helps us build successful global

leaders of tomorrow.

College of Business Strategic Plan 2023-2028

4. Creativity - We believe that the classroom is a place to build new and original ideas, challenge existing

notions, and contribute to solutions for a sustainable world.

5. Authenticity - We believe in imparting an education that is grounded in facts, based on data, and

applicable in real life.

Goals (2023-2028)

• Enhance the quality of undergraduate programs through curricular innovation with a significant

emphasis on expanding and deepening our approaches to experiential learning.

• Enhance mentorship, internship, and career opportunities for our students.

• Increase the proportion of women in our student body.

• Enhance graduate curriculum to increase enrollment in graduate business programs.

• Establish a global mindset in our students through innovative curriculum, immersive experiences, and

career planning.

• Create new opportunities for lifelong learning for our alumni.

• Recruit and retain talented new faculty.

Action Plan - Four major initiatives:

Initiative One: Enhance curricular innovation:

a. Revitalize the business core curriculum to reflect cutting edge topics and areas including coding,

data analytics and visualization, artificial intelligence, digital marketing, fintech, etc.

b. Establish long-term partnerships between corporate partners and each of our business core

courses to provide experiential learning opportunities for our students in each discipline.

c. Ensure that students have an experiential learning capstone experience in each

major/concentration.

d. Provide opportunities for students to earn additional professional certifications and badges

during their time at Bryant.

e. Develop a new concentration and minor in the business of healthcare (committee established

in March 2023, conducting market research and interviewing industry experts at this time.)

f. Design strategies to increase enrollments in traditionally strong programs like Accounting and

International Business.

g. Offer new graduate degree programs and stackable certificates tailored to market needs.

h. Enhance student life and career placement opportunities for our graduate students.

i. Develop new opportunities for lifelong learning for our alumni (online modules, stackable into

certificates or graduate degree programs)

j. Recruit high quality practitioner faculty to improve the connection between classroom learning

and corporate world.

College of Business Strategic Plan 2023-2028

Initiative Two: Create a cluster of interdisciplinary labs that foster experiential learning and research.

a. Women in Business Lab: Build on the new Women in Finance initiative to develop a

comprehensive program to attract, develop and mentor women in various fields of

business. The lab would possess physical space on campus, but more importantly, it would be a

hub of faculty-student-alumni interaction, both virtual and in-person. The lab’s activities would

include:

i. Student mentorship programs

ii. Invited speakers

iii. Alumni events

iv. Grants for research

b. “SAIL” - Strategy, Analytics, & Innovation Lab: This lab would combine analytics, data science,

and design thinking - the latter giving us a human dimension to our data analytics work. We

would emphasize that a clear strategic direction must guide all data-driven decision

making. The lab would become a hub for entrepreneurially minded students on campus, but

we would encourage students from all disciplines to interact in these spaces. SAIL would

consist of physical spaces dedicated to teaching as well as spaces focused on independent

student and faculty work. The physical dimensions of this lab would include a makerspace,

student venture area, data analytics and visualization center, design thinking center,

etc. These spaces would encourage interdisciplinary work by students from a range of majors,

and they would focus on innovative approaches to experiential learning.

c. Institute for Women in Finance and Leadership: This Center would be the first in a series of

Business discipline-based initiatives to promote and recruit qualified female students into the

various business programs and provide opportunities to high school students to understand

careers in business, mentor current students, and help improve career outcomes.

d. Financial Markets Center: In addition to these labs and centers, we would completely redesign

and improve our Financial Markets Center, which has been a hallmark of experiential learning

at Bryant for many years. This center will be the hub for our Archway Investment Fund, as well

as for other aspects of our finance education.

Initiative Three: Enhance Global Perspective

a. Increase international partnerships to support the recruitment of students, creation of new

graduate programs, and enhanced opportunities for study abroad.

b. Hire additional international faculty with expertise in international business, knowledge of

other cultures and markets, and relationships at other institutions around the globe.

c. Invest in creating a more welcoming climate for international students when they arrive on

campus at Bryant.

d. Revitalize custom study abroad in the international business program.

College of Business Strategic Plan 2023-2028

Initiative Four: Create a formal alumni mentorship program for our students.

a. Develop a formal program whereby interested students could be matched with alumni

dedicated to mentoring them about careers, purpose, and succeeding in a data-driven world.

b. Develop a reverse mentorship component to the program, whereby students could help inform

our alumni about cutting edge technological and societal trends, particularly as they relate to

young consumers/employees/citizens.

The following graphic illustrates mapping of the key strategic planning elements.

Beyond Books

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Create

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Lifelong Learning

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Revise Business

Core

Corpora te

Partnerships

Interdisciplinary

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Inst for Women in

Business

Interna�onal

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Custom Study

Abroad

Career Placement

Reverse

Mentorship

Graduate

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Educate and inspire students to

become purposeful leaders in a

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Alumni Mentorship

Program

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Objec�ves

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College of Business Strategic Plan 2023-2028

Bringing it all Together… The New Bryant College of Business Building

We propose to build a distinctive, world-class home for the Bryant University College of Business. This facility

will enhance the brand identity and differentiation of the college amidst a highly competitive marketplace.

The building will enable us to bring students, faculty, alumni, and corporate partners together in spaces

designed to promote active and experiential learning.

Why a new building?

1. The College of Business serves as Bryant’s signature academic program. It should have a distinct

identity on campus. When visitors arrive, they should be able to see the central importance of

business education at Bryant. A state-of-the-art building would bring together our talent and

technology in spaces that promote effective teaching and learning for our students. We want students

to be real-world ready, and we need a modern facility to achieve that goal.

2. The building should encompass what students and families expect in a cutting-edge business school. It

should highlight our signature programs and enhance our mission to make experiential learning a

cornerstone of a Bryant education. It should include a state- of-the-art financial markets center,

makerspaces and collaboration space for student entrepreneurs, a professional sales training center,

and data science and analytics capabilities that support our vision to be a leader in this area.

3. A key goal would be to create centers of expertise that support collaboration between faculty,

students, alumni, and corporate partners. These centers would house innovative teaching spaces and

areas for hands-on project-based activities to support experiential learning. By co-locating learning

spaces, faculty offices, and centers, we can foster cross-disciplinary interaction and informal mentoring

and advising. “Learning by walking around” would become the norm.

4. Imagine a space that allowed finance faculty, students, and alumni to quickly access a state-of-the-art

financial center to support the current and future goals of our acclaimed Archway Investment Fund

program. Imagine a place that enables students and faculty to move seamlessly from classrooms and

offices into areas that support project-based work in data visualization, machine learning, and artificial

intelligence. Imagine moving quickly from a classroom to a sales training center where students could

role play and practice sales pitches with industry professionals. At Bryant today, these spaces are

spread across multiple buildings which inhibits spontaneous collaboration.

5. Our competitors have established separate, innovative spaces for their business schools. These

buildings are centerpieces of their campuses. In the past decade, we have seen new business school

buildings constructed at a range of rival schools including Providence College, Stonehill, Merrimack,

Fairfield, Fordham, Fairfield, UMass-Amherst, and Sacred Heart. Others, including Babson, Bentley

and Northeastern, have created specialized facilities to support their signature programs. We lag

substantially behind these other schools due to the Unistructure’s obvious shortcomings, and because

we lack a distinctive business school building. As a result, Bryant risks losing many talented students.

College of Business Strategic Plan 2023-2028

Update: May 25, 2023

Bryant University embarked on a bold new era of excellence and innovation with the announcement of

a significant campus expansion thanks to a generous real estate donation from neighboring Fidelity

Investments. The financial services company donated 100 Salem Street, a building part of their

Smithfield corporate campus just across the street from the existing Bryant campus entrance. The

acquisition marks the most significant real estate gift to Bryant University since Earl Tupper gifted his

farmland to create Bryant’s Smithfield campus in 1967, and the university moved to Smithfield from its

original Providence location.

This generous donation propels Bryant’s Vision 2030 plan as well as the COB Strategic Plan forward by

reimagining Bryant’s campus to include a state-of-the-art facility to house its top-ranking College of

Business, the Graduate Programs office, the Executive Education and Career Accelerator, and the

Women’s Leadership Institute. In addition, this new facility will also support extra-curricular activities

and provide gathering space for all Bryant students.

The extended campus bolsters the bold initiatives put forward by Vision 2030 as well as the CoB

Strategic Plan, which includes continued investment in academic excellence, immersive experiential

learning, and Top 1% student outcomes, including high earnings and economic mobility.

Bryant will build out the 250,000-square-foot building to include classrooms, entrepreneurial

innovation space, and state-of-the-art labs and engage students in design thinking, professional sales,

fintech, AI, and data analytics. The facility will also include faculty and administrative office space and

meeting and gathering spaces.

The additional square footage that the campus expansion provides will allow the creation of the

"Innovative and Entrepreneurship Ecosystem" initiative that takes ambitious projects from ideation

and incubation to venture capital funding. This new Center for Entrepreneurship will enhance

collaboration between students, faculty, and industry throughout Rhode Island.

Note:

1. Appendix ** illustrates our Strategic Plan compliance and alignment with our University Vision 2030

Strategic Plan.

2. Appendix ** illustrates the continuity and evolution of our CoB Strategic Plan 2023-28 with the

previous CoB Strategic Plan

3. Figure ** illustrates the Mapping of our CoB Mission, Objectives, Initiatives and Action Steps.

College of Business Strategic Plan 2023-2028

Table**: Metrics and Key Performance Indicators

Initiative

Timeline

Accountability

Key Performance Indicators

Resources

Enhance Curricular

Innovation

• Revise Business Core and

update Program

Concentrations.

• Hire 3 new faculty

members

• for AY 2023-24 (Data

Science and Marketing

and 2 new faculty

members for AY 2024-25

Finance and Management)

Fall 2022

Ongoing

CoB Dean in

consultation

and Approval

of the Provost

• Increased enrollment in specialty

programs such as IB, Accounting and

Entrepreneurship

• Enhanced Student Placement

• Improved Student Retention

• Long term Corporate Partnerships to

increase experiential learning

opportunities

• Increased Graduate Program Offerings

in areas of Market demand

• Lifelong learning opportunities for

alumni and non-traditional learners

1. Faculty Hires: AY 2023-24:

$285,000 + Benefits

2. AY 2024-25: $280,000 + Benefits

Create a Cluster of

Interdisciplinary Labs that

foster Experiential Learning

and Research

• Women in Business Lab

• Strategy, Analytics, and

Innovation Lab

• Institute for Women in

Finance and Leadership

• Financial Markets Center

• Center for

Entrepreneurship

2023-25

CoB Dean,

Associate Dean

and Dept Chairs

in consultation

with and

approval of the

Provost

• Establishing a Women in Business Lab

that creates mentorship opportunities

for female students,

• Creation of individualized career support

• Facilitating distinguished guest speaker

series

• Creation of Grant Opportunities

• Establishment of Strategy, Analytics, and

Innovation Lab (SAIL) that fosters

interdisciplinary education, Establishes a

Student Venture area, a sales simulator

and a Data Visualization space

• Create a Maker Space and an Incubator

1. $500,000 endowment +

$100,000 Operating budget

(WiB)

2. $1.5m of donor funds

3. $750000 of donor funds (Sales

Prog)

4. $2-5 m

5. $1m endowment + Equipment

donated by HP (DVR Lab)

Enhance a Global Perspective

• Scholarships/Awards for

students to pursue Study

Abroad

• Expand International

Partnerships

2023-

Ongoing

CoB Dean with

approval of

Provost

• Establishment of International

Partnerships with reputable universities

and institutions.

• Create customized study abroad

opportunities to CoB students

Recruit full time faculty with

international background and

experience

1. $50,000 in donor funds

2. Increase of Dean’s travel budget

by $10,000

Create a formal Alumni

Mentorship Program for CoB

students

• Alumni Mentorship

Network

2023-

0ngoing

CoB Dean in

consultation

with Associate

Dean and

faculty

• An assigned alumni mentor to every CoB

student by the end of their first

semester

• Reverse mentorship program where

selected current students will mentor

alumni about technology, consumer,

market and societal trends

1. CoB Mentorship coordinator

Salary $60,000