Strategic Plan
As the 15th dean of Leeds since its founding in 1906, I am honored to build on the school’s proud legacy and energized by the opportunity to help shape its future. Leeds’ Strategic Plan reflects the shared vision and ambition of our community, offering a purposeful roadmap for the decade ahead.
We are at a pivotal moment. Business and higher education are undergoing rapid transformation. Leeds is prepared to meet this moment with confidence. Over the past decade, we have advanced our mission through academic excellence, values-based leadership, interdisciplinary collaboration, and bold innovation—establishing Leeds as a nationally recognized business school with growing impact.Ìý
This plan builds on that foundation. It focuses on four strategic priorities: preparing students for lifelong career success; expanding research and interdisciplinary reach; transforming graduate education; and fostering a thriving, inclusive community. These priorities respond to the evolving needs of our students, faculty, staff, alumni, and corporate partners—and to the broader challenges facing society.
At Leeds, we believe business should be a force for good. Through this plan, we align our people, programs, and partnerships to develop principled, career-ready leaders who create meaningful change.
I am deeply grateful to the many students, faculty, staff, alumni, and corporate partners who helped shape this plan. I would also like to acknowledge Jeff York, who, during his time as associate dean for strategic initiatives, played a key role in developing many elements of Leeds’ Strategic Plan.
With clarity of purpose and a strong community, I am confident we will lead Leeds forward with integrity, innovation, and impact.
With gratitude,
Vijay Khatri
Tandean Rustandy Endowed Dean
Leeds School of BusinessÌý
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Guiding Elements for Leeds' Strategic Plan
As we chart our course for the next decade, five interconnected elements will drive 2035 Leeds' Strategic Plan.Ìý
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Pillars of ImpactÌý
Five key pillars of impact define the coutomces we aim to achieve in the next ten years.Ìý
Key areas of impact define the outcomes we aim to achieve.
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Ongoing PrioritiesÌý
The goal of defining ongoing priorities is to align with Leeds’ mission and vision while establishing a strong foundation for operational excellence across all academic and administrative units. This process includes self-studies across all disciplines within academic divisions, Centers of Excellence, and both undergraduate and graduate programs.Ìý
Strategic PrioritiesÌý
Strategic Priorities aim to drive innovation, academic excellence, and community impact by addressing key challenges within Leeds’ Ongoing Priorities, serving as catalysts for transformational change in Business Education for Impact, Multifaceted Innovation, Enrichment of Academic Offerings, and a Culture of Care.
Business Education for Impact emphasizes exceptional career opportunities, lifelong community connections, and personal development to empower Leeds graduates to drive positive change.
- Elevate Career Opportunities: Foster exceptional career outcomes driven by ethically grounded business acumen, foresight and innovative thinking
- Elevate Belonging through Connections: Build lifelong connections within the Leeds community through support, collaboration and shared growth
- Elevate Personal Development: Empower creativity, resilience, impactful leadership and a drive for positive changeÌý
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Multifaceted Innovation advances disciplinary excellence, increases faculty visibility, and fosters interdisciplinary collaboration to tackle complex challenges.
- Elevate Disciplinary Excellence: Enhance research infrastructure, increase strategic visibility and position faculty across disciplines as thought leaders
- Elevate Interdisciplinary Distinction: Promote cross-unit collaboration, support interdisciplinary initiatives and build global partnerships to tackle complex challengesÌý
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Enrichment of Academic Offerings expands specialty graduate programs, enhances flexible learning experiences, and fosters lifelong learning through alumni resources and networking opportunities.
- Elevate Specialty Graduate Programs: Expand MS offerings with industry-aligned content and specialized niches, enhancing MBA programs
- Elevate Mixed Modality Delivery: Enrich learning experiences through flexible online, hybrid formats and gamification
- Elevate Lifelong Learning: Offer alumni resources, networking opportunities and a vibrant, continuous learning communityÌý
Culture of Care prioritizes individual well-being, fosters community and collaboration, and supports professional growth through career development and meaningful engagement.
- Elevate Well-being: Prioritize safety, mental health and work-life balance
- Elevate Communities: Foster belonging, collaboration and recognition
- Elevate Professional Growth: Enable career development, autonomy and meaningful engagementÌý
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Enablers
The goal of Enablers is to provide the essential support structures needed to executeÌýLeeds’ strategy effectively, ensuring the successful achievement of initiatives and priorities.ÌýTo successfully implement our strategic initiatives, we're strengthening core operationalÌýareas across Leeds including Finance and Administration, Marketing and Communication,Ìýand Advancement. Ìý
How it Fits Together
2035 Leeds Strategic Plan is built on the series of interconnected elements described above.
Updates and Questions
This is where we’ll post the latest updates, progress reports and need-to-know information. To support Leeds strategic planning initiative or learn more about the planning process, email deankhatri@colorado.edu.
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