Strategic Plan

Operate - Innovate

Our planning was oriented around the “Dual Operating System,” developed by Harvard University business professor and author, Dr. J.P. Kotter. Kotter’s model recognized the tendency of mature hierarchical organizations (like universities) to prioritize and resource operational improvements over transformational initiatives. To overcome this challenge, 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).

Learn more about our strategic approach

Turning Point

Lindenwood University has enjoyed nearly 200 years of growth and prosperity. As the University writes its next chapter, we find ourselves at a turning point. Change is everywhere. The job market is changing. Demographics are changing. Student needs and expectations are changing. With a new president and new vision, the University is ready to address these challenges and make bold moves to redefine itself as The Next Great Learner-Centric University.

Learn more about our strategic context

Accelerating Our Strategy

Design thinking workshops kickstarted our planning process resulting in 245 transformative ideas. These ideas were narrowed through a formalized pitch process, iterated upon, and shared throughout the University for input. This resulted in 12 transformative initiatives, which were externally validated through several third-party firms. Six of these initiatives entered the strategic plan. We simultaneously developed several key operational initiatives that would help the university meet the needs and expectations of 21^st century learners. Together, these “operate-innovate” initiatives form the Lindenwood 2026 strategic plan.

Learn more about our strategic planning process

Lindenwood 2026: Adapt, Build, Engage

To accomplish our change vision, we’ve developed a five-year strategic plan that puts the learner at the center of our strategy. Our goal is to redesign the University around the needs and expectations of today’s learners. Three words describe our approach: Adapt, Build, and Engage. We will adapt what we’re doing to meet learner needs and expectations, build what’s missing, and engage their hearts to strengthen our relationships.

Learn more about our strategic framework

From Good to Great

Adapt, Build, and Engage each have three strategic objectives to achieve our vision of becoming The Next Great Learner-Centric University.

Adapt

How we will adapt to meet learner needs and expectations.

1. IDENTIFY learner needs and expectations.
2. MODIFY programs to match our market.
3. DIVERSIFY our team to engage all.

Build

What we will build that’s missing.

1. SPEED to match our market.
2. SKILLS to address “in-and-out" learner needs.
3. AFFORDABILITY to address the “crisis of cost”.

Engage

How we will engage learners to win their hearts and strengthen the relationship.

1. REACH learners in our market.
2. ATTRACT learners by demonstrating our difference.
3. RETAIN learners by loving our Lions.

Transforming Lindenwood

Each strategic objective is accomplished through a set of “operate-innovate” initiatives. Together, these strategic initiatives form a roadmap for how the university will Adapt, Build, and Engage to become The Next Great Learner-Centric University. This roadmap culminates in four strategic outcomes by Fall 2026: 12,000 students, 100 partners, a top-of-mind brand, and $165 million in revenue.

Learn more about our strategic initiatives

Adapt

How we will adapt to meet learner needs and expectations.

1. IDENTIFY learner needs and expectations.
   • Customer feedback loop
   • Innovation incubator
   • Data analytics and governance
   • Enterprise strategic planning
2. MODIFY programs to match our market.
   • Health programs
   • Tech programs
   • Online programs
   • Athletic programs
3. DIVERSIFY our team to engage all.
   • Diversify the Pride

Build

What we will build that’s missing.

1. SPEED to match our market.
   • Lindenwood Global
   • Hyflex Learning
2. SKILLS to address “in-and-out" learner needs.
   • Micro-credential Infrastructure
3. AFFORDABILITY to address the “crisis of cost”.
   • Differential pricing
   • P&L structure
   • LindEngage
   • Resource allocation
   • New Horizon campaign

Engage

How we will engage learners to win their hearts and strengthen the relationship.

1. REACH learners in our market.
   • Brand Vision - 100-mile radius awareness campaign
2. ATTRACT learners by demonstrating our difference.
   • Brand Vision - Brand storytelling framework
   • Destination Lindenwood
3. RETAIN learners by loving our Lions.
   • Q2 "Every Student Counts"
   • Advising Concierge
   • Residential experience
   • Anthology student information system

How do I join an accelerator?

If you are interested in joining one of the six Results Accelerators, please contact the Accelerator team lead.

• Diversify the Pride: Deb Ayres, Senior Vice President, Human Resources, or Dr. Shenika Harris, Associate Professor of Spanish
• LindEngage: TJ Rains, CIO and Vice President, Information Technology, or Rob Rodermund, Associate Professor of Finance
• Lindenwood Global: Bethany Alden-Rivers, Provost and Vice President, Academic Affairs
• Micro-credential Infrastructure: Christine Lindquist, Director of Professional and Continuing Education (PACE)
• Brand Vision: Orrie Covert, Vice President, Advancement and Communication
• Destination Lindenwood: Brad Wachler, Vice President, Intercollegiate Athletics, or Dr. Annie Alameda, Professor, College of Science, Technology and Health

How do I get updates on initiatives?

Regular updates will be posted to the Lindenwood University strategic plan webpage and shared with the campus community through email communication and town hall meetings.

Who was on the Task Force?

• Annie Alameda, Professor, College of Science, Technology and Health
• Mark Arant, Provost (former)
• Deb Ayres, Senior Vice President, Human Resources
• Orrie Covert, Vice President, Advancement and Communications
• Molly Hudgins, Dean, Plaster College of Business and Entrepreneurship
• Jo Anna Pollock, Board of Trustees
• TJ Rains, CIO and Vice President, Information Technology
• David Rosenwasser, Professor, Plaster College of Business and Entrepreneurship
• Rob Westervelt, Vice President, Strategy and Innovation
• Terry Whittum, Senior Vice President, Enrollment Management and Student Engagement

How do I share an idea for the plan?

Lindenwood welcomes all suggestions and ideas for the strategic plan. Please contact Rob Westervelt, Vice President, Strategy and Innovation.

How can I help transform the university?

There are countless ways Lindenwood is undergoing transformation, through the strategic plan and Results Accelerators. Contact an Accelerator team lead to get involved.