A Turning Point

As the University writes its next chapter, we find ourselves at a turning point. 变化无处不在. 就业市场正在发生变化. 人口结构正在发生变化. 学生的需求和期望正在发生变化. With a new president and new vision, the University is ready to address these challenges and make bold moves to redefine itself as 下一个以学习者为中心的大学.

了解更多艾尚体育登录的战略背景

Operate - Innovate

我们的计划是以“双操作系统”为导向的,由哈佛大学商学教授兼作家提出, Dr. J.P. Kotter. Kotter’s model recognized the tendency of mature hierarchical organizations (like universities) to prioritize and resource operational improvements over transformational initiatives. 要克服这一挑战, the dual operating system creates a guiding coalition of leaders to empower teams of networked volunteers with the time and resources they need to transform the organization. Using this “operate-innovate” approach enables the University to pursue operational goals (operate) while simultaneously pursuing transformative goals (innovate).

了解更多艾尚体育登录的战略方针

加快我们的战略

Design thinking workshops kickstarted our planning process resulting in 245 transformative ideas. 这些想法是通过一个正式的推销过程来缩小的, iterated upon, 并在整个大学中共享，以供参考. 这导致了12项变革举措, which were externally validated through several third-party firms. 其中6项举措被纳入战略计划. We simultaneously developed several key operational initiatives that would help the university meet the needs and expectations of 21^st century learners. Together, these “operate-innovate” initiatives form the Lindenwood 2026 strategic plan.

了解更多艾尚体育登录的战略规划过程

重新设计大学

Adapt, Build, and Engage are the three pillars of our strategy that capture how we will redesign the university around learner needs and expectations and grow to 12,到2026年秋天，将有1万名学生.

Adapt

我们将调整我们的人民, processes, and programs to meet the needs and expectations of a new generation of learners.

Build

我们将提高速度以适应市场的需求, 满足“进进出出”学习者需求的技能, 和可负担性来解决“成本危机”.”

Engage

我们将在我们的市场中接触到新的学习者, 通过展示我们的不同来吸引他们, 并通过爱我们的狮子来留住他们.

From Good to Great

Each strategic pillar has three goals that define what we need to do to achieve our vision to become "下一个以学习者为中心的大学."

Adapt

我们将调整我们的人民, processes, and programs to meet the needs and expectations of a new generation of learners.

1. Develop first-in-class processes that increase program efficiency and effectiveness resulting in greater value for our learners.

2. Strategically adapt our educational offerings to meet the changing needs and expectations of today’s learners and prepare them to be job ready.

3. 创造一种高效、包容和团队合作的文化.

Build

我们将提高速度以适应市场的需求, 满足“进出式学习者需求”的技能,以及解决“成本危机”的负担能力.”

1. Build a seamless enrollment system that matches the speed of the market.

2. Build a learner-centric education system that disrupts the region and delivers Real Experience and Real Success for our students.

3. 建立差别定价模型来增加价值, affordability, 以及我们现场的竞争力, 在线和混合课程.

Engage

我们将在我们的市场中接触到新的学习者, 通过展示我们的不同来吸引他们, 并通过爱我们的狮子来留住他们.

1. Develop an engaging brand platform that captures the minds and hearts of a new generation of learners.

2. Create an NCAA Division 1 collegiate experience that surpasses anything in the St. Louis market.

3. 培养不可抗拒的魅力, home-away-from-home student experience that attracts and retains residential students.

改变Lindenwood

Seven strategic initiatives will help advance our Real Experience, Real Success mission and enable us to become 下一个以学习者为中心的大学 in the Midwest.

The Academic Core initiative will strategically adapt our traditional offerings to meet the changing needs and expectations of today’s learners and prepare them to be job ready. 六项变革性举措支持学术核心. 这些计划是使用结果加速器开发的. Below is a brief description of each initiative's vision for transformation.

• 让骄傲多样化 - Lindenwood will be the most innovative learning community in the Midwest by diversifying its faculty, staff, leadership and board of trustees to create a learning environment where transformative ideas are shared, deliberated, and enacted.
• Lindenwood Global - Lindenwood will create an online division that provides an intuitive, well-branded, online educational experience that adapts to students’ individual learning styles and achieves their personal, academic, 以及专业成果.
• Micro-credential基础设施 -林登木交货很快, on-demand skills development at scale through a state-of-the-art micro-credential infrastructure to meet the growing “in-and-out” learner needs.
• 目的地Lindenwood -林登伍德将改变大学和圣. 查尔斯的文化之旅, civic, 以及吸引学生兴趣的体育项目, 社区和企业的支持, 以及对狮子的爱和感激.
• LindEngage - Lindenwood will develop a corporate services division offering tier one and tier two support services to regional companies which will provide experiential learning and advanced career opportunities for students and a new revenue stream for the University.
• Brand Vision - Lindenwood will develop an emotionally engaging brand and storytelling framework that differentiates the university from its competitors and saturates the 100-mile radius around the St. Charles campus resulting in a significant increase in awareness and mindshare.