51福利社

A Turning Point

As the听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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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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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 21^st century learners. Together, these 鈥渙perate-innovate鈥� initiatives form the Lindenwood 2026 strategic plan.

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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.

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.

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鈥檚 learners and prepare them to be job ready.

3. 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�

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. Build differential pricing models to increase the value, affordability, and competitiveness of our on-ground, online and hybrid programs.

Engage

We will reach new learners in our market, attract them by demonstrating our difference, and retain them by loving our Lions.

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. Develop an irresistible, home-away-from-home student experience that attracts and retains residential students.

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.听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听- 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.