Lindenwood 2026: Adapt, Build, Engage
Our strategic plan is about transforming the university. It tells the story of where we are, where we鈥檙e going and why, and how we鈥檙e going to get there.
Download the Strategic Plan
Each October, we will release an updated version of the Strategic Plan that includes the milestones and results achieved during the previous fiscal year.
Strategic Context
A Turning Point
As the聽University writes its next chapter, we find ourselves at a turning point. Change is everywhere. The job market is changing. Demographics are changing. Student needs and expectations are changing. With a new president and new vision, the University is ready to address these challenges and make bold moves to redefine itself as The Next Great Learner-Centric University.
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Strategic Approach
Operate - Innovate
Our planning was oriented around the 鈥淒ual Operating System,鈥 developed by Harvard University business professor and author, Dr. J.P. Kotter. Kotter鈥檚 model recognized the tendency of mature hierarchical organizations (like universities) to prioritize and resource operational improvements over transformational initiatives. To overcome this challenge, 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 鈥渙perate-innovate鈥 approach enables the University to pursue operational goals (operate) while simultaneously pursuing transformative goals (innovate).
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Planning Process
Accelerating Our Strategy
Design thinking workshops kickstarted our planning process resulting in 245 transformative ideas. These ideas were narrowed through a formalized pitch process, iterated upon, and shared throughout the University for input. This resulted in 12 transformative initiatives, which were externally validated through several third-party firms. Six of these initiatives entered the strategic plan. We simultaneously developed several key operational initiatives that would help the university meet the needs and expectations of 21st century learners. Together, these 鈥渙perate-innovate鈥 initiatives form the Lindenwood 2026 strategic plan.
Learn more about our strategic planning process
Pillars
Redesigning the University
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 12,000 students by Fall 2026.
Adapt
We will adapt our people, processes, and programs to meet the needs and expectations of a new generation of learners.
Build
We will build speed to match the demands of the market, skills to meet 鈥渋n-and-out鈥 learner needs, and affordability to address the 鈥渃risis of cost.鈥
Engage
We will reach new learners in our market, attract them by demonstrating our difference, and retain them by loving our Lions.
Goals
From Good to Great
Each strategic pillar has three goals that define what we need to do to achieve our vision to become "The Next Great Learner-Centric University."
Adapt
We will adapt our people, processes, and programs to meet the needs and expectations of a new generation of learners.
Develop first-in-class processes that increase program efficiency and effectiveness resulting in greater value for our learners.
Strategically adapt our educational offerings to meet the changing needs and expectations of today鈥檚 learners and prepare them to be job ready.
Create a culture of high performance, inclusion, and teamwork.
Build
We will build speed to match the demands of the market, skills to meet 鈥渋n-and-out learner needs,鈥 and affordability to address the 鈥渃risis of cost.鈥
Build a seamless enrollment system that matches the speed of the market.
Build a learner-centric education system that disrupts the region and delivers Real Experience and Real Success for our students.
Build differential pricing models to increase the value, affordability, and competitiveness of our on-ground, online and blended programs.
Engage
We will reach new learners in our market, attract them by demonstrating our difference, and retain them by loving our Lions.
Develop an engaging brand platform that captures the minds and hearts of a new generation of learners.
- Create an NCAA Division 1 collegiate experience that surpasses anything in the St. Louis market.
Develop an irresistible, home-away-from-home student experience that attracts and retains residential students.
Initiatives
Transforming Lindenwood
Seven strategic initiatives will help advance our Real Experience, Real Success mission and enable us to become The Next Great Learner-Centric University in the Midwest.
The Academic Core initiative will strategically adapt our traditional offerings to meet the changing needs and expectations of today鈥檚 learners and prepare them to be job ready. Six transformative initiatives support the Academic Core.聽These initiatives were developed using Results Accelerators. Below is a brief description of each initiative's vision for transformation.
- Diversify the Pride - 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鈥 individual learning styles and achieves their personal, academic, and professional outcomes.
- Micro-credential Infrastructure聽- Lindenwood will deliver rapid, on-demand skills development at scale through a state-of-the-art micro-credential infrastructure to meet the growing 鈥渋n-and-out鈥 learner needs.
- Destination Lindenwood - Lindenwood will transform the university and the City of St. Charles into the go-to destination for cultural, civic, and athletic events that attract student interest, community and corporate support, and love and appreciation for our Lions.
- 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.
Frequently Asked Questions
How do I get updates on initiatives?
Updates will be posted to this webpage and shared with the campus community through email communication and town hall meetings.
Who was on the Strategic Plan Task Force?
- Annie Alameda, Faculty Council Chair (former) and Professor, College of Science, Technology and Health
- Mark Arant, Provost (former)
- Deb Ayres, Senior Vice President, Human Resources
- Orrie Covert, Vice President, Advancement and Community Engagement
- Molly Hudgins, Dean, Plaster College of Business and Entrepreneurship (former)
- Jo Anna Pollock, Board of Trustees
- David Rosenwasser, Professor, Plaster College of Business and Entrepreneurship (former)
- Rob Westervelt, Vice President, Strategy and Innovation
- Terry Whittum, Senior Vice President, Enrollment Management and Student Engagement (former)
Who do I contact regarding the strategic plan?
Lindenwood welcomes all suggestions and ideas regarding the strategic plan. Please contact Rob Westervelt, Vice President, Strategy and Innovation.