转折点

随着 University writes its next chapter, we find ourselves at a turning point. 变化无处不在. 就业市场正在发生变化. 人口结构正在发生变化. 学生的需求和期望正在发生变化. 与一个 新总统 和新 愿景, the University is ready to address these challenges and make bold moves to redefine itself as 下一个以学习者为中心的伟大大学.

了解更多澳门威尼斯人平台官网的战略背景

运营-创新

Our planning was oriented around the “Dual Operating System,” developed by Harvard University business professor and author, Dr. J.P. 科特. 科特’s model recognized the tendency of mature hierarchical organizations (like universities) to prioritize and resource operational improvements over transformational initiatives. 为了克服这一挑战, 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 “operate-innovate” approach enables the University to pursue operational goals (operate) while simultaneously pursuing transformative goals (innovate).

了解更多澳门威尼斯人平台官网的战略方针

加快我们的战略

Design thinking workshops kickstarted our planning process resulting in 245 transformative ideas. These ideas were narrowed through a formalized pitch process, 迭代后, 并与全校分享，以供参考. 这产生了12项变革举措, which were externally validated through several third-party firms. 其中6项倡议进入了战略计划. We simultaneously developed several key operational initiatives that would help the university meet the needs and expectations of 21^st 世纪学习者. Together, these “operate-innovate” initiatives form the Lindenwood 2026 strategic plan.

了解更多澳门威尼斯人平台官网的战略规划过程

重新设计大学

适应, 构建, and 参与 are the three pillars of our strategy that capture how we will redesign the university around learner needs and expectations and grow to 12,到2026年秋季，将有1000名学生.

适应

我们将适应我们的人民, 流程, and programs to meet the needs and expectations of a new generation of learners.

构建

加快速度，适应市场需求, 满足“进进出出”学习者需求的技能, 和可负担性来解决“成本危机”.”

参与

我们将接触到市场上的新学习者, 通过展示我们的不同来吸引他们, 并通过爱我们的狮子来留住他们.

从优秀到卓越

Each strategic pillar has three goals that define what we need to do to achieve our 愿景 to become "下一个以学习者为中心的伟大大学."

适应

我们将适应我们的人民, 流程, and programs to meet the needs and expectations of a new generation of learners.

1. Develop first-in-class 流程 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’s learners and prepare them to be job ready.

3. Create a culture of high performance, inclusion, and teamwork.

构建

加快速度，适应市场需求, 满足“进进出出”学习者需求的技能,和可负担性，以解决“成本危机”.”

1. 构建 a seamless enrollment system that matches the speed of the market.

2. 构建 a learner-centric education system that disrupts the region and delivers Real Experience and Real Success for our students.

3. 建立差异化定价模型以增加价值, 可购性, 我们在地面上的竞争力, 在线和混合课程.

参与

我们将接触到市场上的新学习者, 通过展示我们的不同来吸引他们, 并通过爱我们的狮子来留住他们.

1. Develop an engaging brand platform that captures the minds and hearts of a new generation of learners.

2. Create an NCAA Di愿景 1 collegiate experience that surpasses anything in the St. 路易市场.

3. 形成一种不可抗拒的, home-away-from-home student experience that attracts and retains residential students.

改变Lindenwood

Seven strategic initiatives will help advance our Real Experience, Real Success mission and enable us to become 下一个以学习者为中心的伟大大学 in the Midwest.

The Academic Core initiative will strategically adapt our traditional offerings to meet the changing needs and expectations of today’s learners and prepare them to be job ready. 六项变革性举措支持学术核心. 这些倡议是使用结果加速器开发的. Below is a brief description of each initiative's 愿景 for transformation.

• 让骄傲多样化 - Lindenwood will be the most innovative learning community in the Midwest by diversifying its faculty, 工作人员, leadership and board of trustees to create a learning environment where transformative ideas are shared, 审议, 和制定.
• Lindenwood全球 - Lindenwood will create an online di愿景 that provides an intuitive, 具有优秀, online educational experience that adapts to students’ individual learning styles and achieves their personal, 学术, 以及专业成果.
• Micro-credential基础设施 - Lindenwood会快速交货, on-demand skills development at scale through a state-of-the-art micro-credential infrastructure to meet the growing “in-and-out” learner needs.
• 目的地Lindenwood - Lindenwood will transform the university and the City of St. 查尔斯成为文化的必去之地, 公民, 以及吸引学生兴趣的体育赛事, 社区及企业的支援, 以及对狮友们的爱和感激.
• 品牌愿景 - 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.