INTRODUCING OUR STRATEGIC PLAN: QUESTROM 2030

We are proud to present the new strategic plan for Boston University Questrom School of Business which will serve as our guide through 2030.

This plan comes on the heels of 18-months of great uncertainty brought on by a global pandemic, the spotlight shone on the racial injustice within our communities and institutions, and a growing public discourse that has called into question everything from science to the role business plays in society. During this time, our Questrom community has had to pivot to fully remote teaching in a matter of days, build capacities to offer services remotely, adjust to a hybrid Learn from Anywhere model of instruction, and now, as we return to fully residential, adapting to the workplace of the future while maintaining our commitment to provide a robust learning experience.

Despite the turmoil, our team of amazing faculty and staff continued to keep an eye toward the future while managing the challenges of today. Questrom 2030 lays out an ambitious plan to address the challenges that business and higher education will continue to face for the next decade and enhance Questrom’s reputation as a global top-tier academic research business school.

The theme of Questrom 2030 is Questrom Means Business. This simple yet powerful statement serves as the rallying cry that signals our seriousness in redefining transformational business programs, strengthening our partnerships with the business community, advancing the impact of our research on business, and continuing to manage our school as a business enterprise committed to excellence with a service mindset. These priorities, combined with our theme, form our vision statement that will guide our strategic planning over the next several years to achieve our mission: we develop business leaders who create value for the world. Over the past several months, we identified six strategic priorities that align with and support our vision and mission. These priorities, along with their accompanying objectives, initiatives, and measures of success, comprise the strategic plan for the initial years of Questrom 2030. Each of these priorities and initiatives will go through a robust implementation planning process that includes an articulation of the outcomes of the initiative, a resource plan, milestones, key performance indicators, and a risk assessment. This systematic approach to our planning process, adapted from industry, will allow us to appropriately allocate and steward our financial and human resources to achieve our goals.

This planning effort brought together faculty, staff, students, and alumni to lay out a clear road map for Questrom’s future. I am personally grateful to our entire community for their collaboration to develop this plan and to bring it to life over the next several years.

We are Questrom!

Sincerely,

Susan Fournier Allen Questrom Professor & Dean