New Strategic Plan Aims Carlson School Higher

New strategic plan aims Carlson School higher

We’re in a “leadership economy” that increasingly values skills such as communication, adaptability, critical thinking, and problem- solving to get things done. For more than 100 years, Carlson School graduates have developed those skills alongside technical knowledge focused on real-world needs. To advance its efforts in nurturing agile leaders who improve the world, the school is launching a three-year strategic plan, named Elevate. The plan reflects broad stakeholder feedback on where we’ve been, where we are, and where we’re going. 

“Our community shares a spirit of progress. Of not accepting the status quo. Of finding new solutions for old problems. Of solving big new challenges together,” says Jamie Prenkert, dean and Investors in Leadership Distinguished Chair. “It is that spirit that this strategic plan aims to capture and enhance. When executed fully, we will set the standard for transformative business education and groundbreaking research.” 

The plan focuses efforts on three areas of excellence: 

• Transformative Student Learning
• Connecting Our Community
• People-Powered Growth 

Within each area is a set of specific strategies, tactics, and metrics that will drive activity between now and the end of 2028. By the end of the plan’s implementation, the school will achieve two distinct outcomes, built on a foundation of three values and continued research excellence. 

“Through hearing from many people across our diverse school community, it’s clear there is a desire for us to elevate our impact and strengthen a sense of belonging throughout our Carlson School community,” says Prenkert. “Our plan reflects those aims, with focus for the next three years in specific areas where we can make meaningful progress and lay the groundwork for transformative impact.” 

From July 2024 to March 2025, the school’s planning process covered six phases, facilitated by an external partner, Kennedy & Company. Following an extensive review of the school’s current portfolio, a 2.5-day, on-campus visit revealed strengths and opportunities via conversations with more than 100 people across 24 meetings. That information informed a community-wide survey that drew 1,499 responses. With existing feedback validated and new areas raised, the next step was a series of eight facilitated visioning sessions to bring shape to the plan. 

From there, groups of faculty, staff, and students refined the direction, raising recommendations to the Elevate steering committee and Dean Prenkert. 

“Strategy is about choice,” says Nii Quaye, ’92 MBA, a steering committee and Board of Advisors member. “This planning process considered many directions and landed on a set of choices that will position the school to enhance its impact in the years to come. We intend to create agile leaders who are fanatical about the Carlson School!”

Elevate Steering Committee