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Strategic Planning

In May 2019, Babson President Stephen Spinelli Jr. MBA’92, PhD, 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.


Five Strategic Initiatives—What Will We Do?

How Will We Do It?

Establish the Arthur M. Blank School for Entrepreneurial Leadership

  • New Endowed Faculty Chair and funded leadership position
  • New Executive Doctorate program
  • New Research and case writing curated via a new portal
  • Launch and promulgate Entrepreneurial Leadership Village
  • Transdisciplinary curriculum
  • Blank Global Challenge to drive thought and action to address UN Global Goals

Expand our brand positioning to include Entrepreneurial Leadership

Deploy digital strategy to maximize lifelong learning relationships

How Will We Do It?

Build “Babson Online”

Deliver multi-modal content and experiences to provide lifetime learning opportunities

How Will We Do It?

Formally incorporate experiential problem solving across all degree programs—every Babson learner gains and employs skills to solve the real-world problems of business, government, and society

Conduct sophisticated and disciplined experiments to create new pathways to earn a Babson degree

How Will We Do It?

Convene and/or engage in ecosystems to transform entrepreneurial systems and conditions

How Will We Do It?

Drive a culture of trust, collaboration and inclusive excellence

Evolve the faculty model to better utilize faculty talent, invest in teaching and research, and value alternative career pathways to success


An exciting outcome of this work was an assertion of our shared beliefs, best expressed here:


We Are Babson. We Believe ...

Entrepreneurship is core to humanity.

We each carry within us vast potential to create new solutions, act on our values, and impact the world in positive and powerful ways.

Babson can unleash and amplify this potential to have impact.

With a developed entrepreneurial mindset, training, and inspiration, people everywhere can create lasting value for ourselves, our communities, and the world.

How we learn, teach, and operate must evolve.

We each must continually reinvent ourselves by acquiring new skills and knowledge. Colleges and universities also must reinvent themselves, engaging learners more deeply, co-creating relevant, experiential learning and real problem-solving opportunities.

Entrepreneurship is the most powerful driver of positive change.

Entrepreneurship is the most powerful tool there is to confront and overcome today’s challenges and find opportunity in change.

We are stronger together.

We can achieve more when we move powerfully together, respecting and trusting each other, developing and strengthening networks, and connecting with diverse, multiple, even unlikely partners in order to accomplish shared goals.

We must break barriers to access and opportunity.

We can create value for everyone, everywhere. There can be no edge. Everyone should have access to opportunities, and to the tools for learning and untethered self-determination.

We can have impact everywhere.

We can educate and act across geography, across politics, across demographics, and across the lifespan.

There is no choice between societal and economic value.

We must have both. Each creates and strengthens the other. Finding, developing, and scaling opportunities that do both, simultaneously, is the ultimate challenge of our time.