Sri Anne

This document outlines the strategic context for Lindenwood 2026: Adapt, Build, and Engage, the institution's five-year strategic plan. It emphasizes the need to adapt to changing expectations driven by technological advancements and a decade of disruption in higher education. The plan is intended to redesign the university by considering factors such as student demand for equity, access, inclusion, just-in-time learning, hybrid experiences, 24/7 resource access, meaningful engagement, and entrepreneurial training, ultimately aiming to respond to evolving customer needs and market dynamics.

This document outlines Lindenwood University's five-year strategic plan, titled 'Lindenwood 2026: Strategic Approach.' It defines strategy through the core principles of clarity, focus, and alignment, addressing situational urgency, strategic choices, and resource allocation. The plan adopts Kotter's dual operating system, integrating operational excellence with innovation through agile 90-day sprints. It aims to foster a high-performance mindset to navigate change and achieve institutional vision through continuous adaptation and transformation.

This document details Lindenwood University's strategic planning process for 'Lindenwood 2026'. The process is characterized by a collaborative and inclusive approach, emphasizing data-driven decisions, transparent communication, and transformational change. Key steps include a multi-phase design thinking work group to generate and validate transformative ideas, culminating in 12 strategic initiatives, later refined to six. The plan also outlines a robust execution framework with a Project Management Office and accelerator teams using 30-day sprints and Objective and Key Results (OKRs) to achieve its vision.

The "Lindenwood 2026: Adapt, Build, Engage" strategic plan aims to transform Lindenwood University into "The Next Great Learner-Centric University" by 2026. The plan focuses on serving "The New Majority" of students by creating a lifelong-learning ecosystem, diversifying academic offerings across on-campus, online, and on-demand modalities. Key strategic pillars include adapting people, processes, and programs to meet evolving learner needs, building speed and affordability through micro-credentialing and global online education, and engaging new learners through brand differentiation and a compelling campus experience. The plan targets outcomes such as increasing student enrollment to 12,000, fostering 100 new partnerships, achieving a top-of-mind brand, and generating $165 million in revenue.

The strategic plan is centered around providing an exceptional and relevant education that prepares professionals to lead effectively across various service professions. The vision is to be recognized as a highly regarded college for preparing practitioners and leaders in educational and human services. Key goals include enhancing academic and co-curricular experiences, committing to student success through proactive support and a strong sense of belonging, and engaging with diverse community partners to build a vibrant and equitable world.