Strategic Goals

Syracuse Whitman’s goals are grouped into three categories: Pursuing Excellence, Achieving Relevance and Becoming Exemplary. Our goals emerged from a systematic program of meetings and interactions with departments, staff units, students and alumni, as well as opportunities to provide input through digital channels. Once the goals were articulated, working groups of faculty, staff, students and advisory board members developed consultative reports identifying more specific objectives and associated strategies. A steering committee then synthesized the recommendations of the working groups into the following set of goals and objectives. All proposed actions will be channeled through School and University governance mechanisms as appropriate prior to implementation.

Goals Related to “Pursuing Excellence”

Goal 1: Build and Support the Faculty of the Future

As a student-focused school of management, we must be at the forefront in building intellectual capital in areas of strategic and emerging importance, especially those necessary to equip our students with the knowledge and skills they will need to thrive in the future. As such, we are especially committed to pursuing leadership positions in the areas of business analytics and business innovation.

Goal 2: Program Portfolio Optimization

We seek to optimize our portfolio of degree programs in terms of quality, reputation and impact. We must develop an integrated portfolio of educational programs that align with our mission, leverage the interdisciplinary strengths of the University, engage our alumni and industry partners and contribute to the financial strength of the school.

Goal 3: Project A.G.I.L.E. (Analytic, Global, and Innovative Leaders and Entrepreneurs)

The Whitman School will ensure that all of its educational programs and courses are preparing students for professional success, engaged citizenship and lifelong learning in an era of rapid technological and social change. Our programs must be designed to provide graduates with outstanding capability in their chosen professional field and the agility to adapt as that profession evolves.

Goals Related to “Achieving Relevance”

Goal 4: Engage Syracuse

As part of Syracuse University, the Whitman School of Management has an opportunity to become a leader in producing the kinds of interdisciplinary talent and solutions required by organizations of all types. To do so, we will broaden our portfolio of dual/joint majors and degree opportunities, as well as build academic partnerships in domains aligned with the Whitman School's strengths, student needs, the Academic Strategic Plan and the University's "Big Idea" initiative, such as business analytics and digital transformation; diversity and inclusion in management, organizations and markets; future of work and organizations; innovation and entrepreneurship; international and global business; social enterprise; social media; and sustainability.

Goal 5: Whitman in NYC

Whitman can be a leader in connecting theory and practice by participating in the business, technology and innovation ecosystem of New York City. We will improve and expand experiential learning opportunities, career exploration and career opportunities for students, strengthen our alumni and corporate relationships and expand our educational program portfolio in New York City.

Goal 6: Global Whitman

Today’s students will graduate into a world in which all business is global business. Our graduates must understand the forces shaping global business and the fundamentals of managing global organizations, as well as possess the cultural competency and global perspective required to be successful in global organizations, networks and markets. Whitman faculty must have the cross-cultural knowledge and empathy necessary to facilitate learning for an increasingly international student population, an understanding of how their respective areas of expertise map onto a global context and a grasp of how their research helps create intellectual capital related to global business. 

Goals Related to “Becoming Exemplary”

Goal 7: Whitman 2.0

In order to remain competitive and achieve its vision, the Whitman School must enhance its physical environment to accommodate growth and changing accessibility pedagogical needs, whether through enhancements, repurposing/renovation, acquisition or new construction.

Goal 8: The Future Now

A diverse and inclusive learning community is essential for any world-class business school, and we are fortunate to be part of a university that so highly values a diverse and inclusive environment for students, faculty and staff. Fostering such a culture is central to students’ education and development, to faculty research and scholarship and to the contributions we make to business and society through our ideas and our graduates. Whitman must be an exemplary inclusive community where all members feel valued and have the opportunity to add value. In addition to advancing and promoting a culture of belonging at the Whitman School, we must actively recruit, develop and support a diverse community of students, staff, faculty and advisory board members.

Goal 9: One Whitman

A cornerstone of a learning community like ours is a shared commitment to a common purpose and a set of core values. Our common purpose and core values should create a distinctive learning environment, define the types of ideas and leaders we seek to produce, and guide us as we strive to achieve our goals and serve our internal and external stakeholders. We must advance and promote a shared commitment to a common purpose and set of core values.