Strategic Planning

In May, Babson President Stephen Spinelli Jr., PhD, MBA’92, launched a strategic planning process with a clear goal: Engage the entire Babson community to rapidly develop a shared strategic plan for Babson to thrive in a changing environment.

Since that time, the Babson community has enthusiastically embraced the process, contributing more than 4,400 inputs—including email and online feedback, survey responses and event participation—to guide and inform planning efforts.

Six strategic planning task forces, comprised of more than 170 stakeholders, worked diligently to analyze data, integrate community input, and generate 30 guiding principles and 40 recommendations.

Following an intensive effort to synthesize the task force recommendations, a strategic framework was presented  to the Babson College Board of Trustees in October. The Board unanimously endorsed four strategic principles as a framework for developing a comprehensive strategic plan to be submitted to the Board for review and approval in February 2020.

Strategic Principles – Key Themes:

Inspire and empower entrepreneurial leaders to thrive in any context

  • Define and own the broad definition of entrepreneurship, which includes creating economic and social value simultaneously.
  • Extend entrepreneurship, which is focused on process, to entrepreneurial leadership, which is about people. Draw from all disciplines to educate learners in entrepreneurial leadership skills.
  • Support application of these skills in any context—startups, social ventures, large corporations, government, and beyond.

Read about Babson College's new Arthur M. Blank School for Entrepreneurial Leadership.

Build and leverage the most impactful, networked, global entrepreneurial ecosystem

  • Be the catalyst and orchestrator of ecosystems to amplify and scale Babson impact.
  • Develop a partner first approach, seeking partners to achieve Babson goals to harness the resources of ecosystems and continue to have an outsized impact.
  • Utilize ecosystem relationships to increase experiential and global learning opportunities for students.

Engage learners on their terms

  • Be student centric, and adapt to student needs.
  • Reframe students as learners.
  • Engage on their terms—across their career path with lifelong learning, online for distance enabled education, and with content and credential formats that meet their needs and the evolving needs of industry.

Model entrepreneurial leadership

  • Practice what we teach—be the model for entrepreneurial leadership and the high performance organizations we want our students to create and influence.
  • Drive a culture of collaboration and trust.
  • Become a metrics driven decision making enterprise.

Please continue to visit this page for regular updates throughout the process. At any time, you can also email the strategic planning team.