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Strategic Planning Process

The Strategic Planning Process 2019 was launched by President Alison Davis-Blake to develop a new and comprehensive strategic plan that will move Bentley to the next level of excellence in business education. It is a fully inclusive process that provides opportunities for faculty, staff, students, alumni, corporate partners and all members of the community to shape Bentley’s future.

Since its launch in September 2018, the Strategic Planning Process has included workshops in which hundreds of faculty, staff, students, trustees, donors, Global Alumni Board members, alumni and corporate recruiters brainstormed and identified key success factors for Bentley’s future. Additional engagement opportunities are planned for faculty and staff in April. The final draft plan will be presented to the General Faculty Meeting on May 1 and the General Staff Meeting on May 2.

The Strategic Planning Process will produce these items for the approval of the board of trustees at the May 2019 meeting:

  • A clear and aspirational university mission statement.
  • A set of core values that will guide us as we strive to achieve that mission.
  • Three to five strategic assets that are desirable to our key constituents, distinctive from our competitors and difficult to imitate.
  • A set of tactics, goals and metrics to develop each strategic asset.
  • A group of enabling features that will help us to develop the strategic assets.

Mission Statement

In the near future, a group will be convened to consider a potential update to the university mission statement, so that it better reflects Bentley’s identity, values and aspirations. This mission statement will be based on the data collected from faculty, staff, students, trustees, donors, Global Alumni Board members, alumni and corporate recruiters.

Core Values

To help frame the Strategic Plan under a common set of values, a working group of staff and faculty conducted a survey of community members about the Bentley Beliefs, garnering 230 responses, and held two open focus groups and a community forum to incorporate that feedback into a revised set of Bentley Core Values.

Strategic Assets

Based on feedback from the community, the Strategic Planning Process has so far identified three strategic assets that are desirable to our constituents, distinctive and difficult to imitate—all of which help create a competitive advantage for Bentley. Along with each asset, we have identified the university leaders responsible for developing the related tactical plans, goals and metrics over the coming months. (Note: One or more strategic assets may be added before May.)

  1. Bentley’s transformative undergraduate learning experience. We will offer students a learning experience that stretches from their first contact with Admissions to a lifetime membership in our alumni Falcon Family. Learning at Bentley occurs inside and outside of the classroom and helps our students to develop not just skills but a curious, adaptive mindset, too. We will provide an integrated experience that connects curricular, co-curricular and extra-curricular learning. Responsible stakeholders: Provost, vice president of student affairs, Faculty Senate Planning Committee.
  1. Fully integrated corporate relations. Our approach to corporate partnerships will focus on developing mutually beneficial, multi-faceted partnerships with companies. This effort will be led by the newly created position of vice president for external relations, overseeing a new division that includes Career Services, Executive Education and the Center for Women and Business. A search committee of Cabinet members and faculty leaders has been working with the Korn Ferry consulting firm to conduct the search. Responsible stakeholder: Vice president of external relations.
  1. Faculty and staff invested in Bentley’s future. At Bentley, we will develop and recruit faculty and staff who are excited about our mission and core values. We will invest in their professional development and success to encourage continuous learning of new ideas and approaches and the development of new knowledge. We will work to align rewards and recognition with individual and group performance in a way that engages our faculty and staff and strengthens their commitment to the university. Responsible stakeholders: Provost, vice president of human resources.

Tactical Plans, Goals and Metrics

For each strategic asset, clear and related tactical plans, goals and metrics will be developed over the coming months.

Enabling Features

To help Bentley realize the opportunities related to these strategic assets, five enabling features have been identified by the Cabinet as drivers for our success. These are fundamental elements of what we do that must clearly support the Strategic Plan in purpose and focus and must operate at a high level of effectiveness. Members of the Cabinet are responsible for developing a clear long-term plan for each enabling feature by the May Board meeting and further details will be shared at that time.

  1. Diversity and inclusion (Davis-Blake).
  2. Organizational culture (Blancero, Cangiano).
  3. Long-term fiscal health (Flores, Forrester, VP for External Relations).
  4. Technology and strong data analytics (Figueroa, Wittstein).
  5. Brand platform and strategic communications (Fox, Joyce).

We welcome questions, ideas or feedback about the Strategic Planning Process. To contact us, please email strategicplanning@bentley.edu.

 

Want to Read More? Here are Links to Strategic Planning Documents

Presentation by EAB Consultants that Kicked Off the Strategic Planning Process

Future Headlines and Success Factors from Faculty and Staff  

Themes Identified by Faculty and Staff in On-Campus Brainstorming Sessions

Analysis by EAB Consultants of the Headlines and Success Factors from Faculty and Staff

Word Cloud of Feedback from Faculty and Staff During On-Campus Brainstorming Sessions

Future Headlines and Key Success Factors from the Global Alumni Board

Future Headlines and Key Success Factors from the Board of Trustees

Analysis by EAB Consultants of the Board’s Visions for Bentley’s Future

Analysis by EAB Consultants of the Headlines and Success Factors from the Board of Trustees

Future Headlines and Key Success Factors from Students

Brainstorming Session with Corporate Recruiters and Alumni about the Future of Work