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Our Strategy & Initiatives

QUESTROM 2030 MEANS BUSINESS.

Our Strategic Direction

Questrom 2030 marks the first holistic strategic plan produced by the school, and the first strategic exercise that engaged all stakeholders in the development process, including defining our mission and vision. This process has helped to develop a plan for navigating the future with buy-in from across the school.

Mission

We develop business leaders who create value for the world

Vision

We aspire to be globally-recognized for ground-breaking research, innovative approaches to business education, and developing conscientious business leaders ready to lead in globally-connected markets.

Jump ahead:

Strategic Direction 1
Strategic Direction 2
Strategic Direction 3
Strategic Direction 4

Strategic Direction 1

Programs that Transform

Offer a portfolio of distinctive and relevant undergraduate, graduate, non-degree, and co-curricular programs and experiences that prepare business leaders who are competitive in the job market and able to use the power of business to create value for the world.

Professor speaking with students in a classroom

GOAL IA: Offer a Top-Tier Undergraduate Business Program


Questrom offers a rigorous, relevant, and rich learning experience that is recognized as a top program of choice for undergraduate business education, and whose graduates are highly desired by employers.

FY24 Priority Actions:

  • Begin Phase 2 of the Day One Ready. Reimagining the undergraduate business degree project
  • Enhance the finance curriculum to address flexibility and knowledge needed by all finance concentrators and provide advanced learning opportunities for the top finance concentrators
  • Embed the global readiness competencies as defined in the FY23 Global@Questrom initiative throughout the curriculum
  • Expand the action-based learning opportunities in concentrations

GOAL IB: Optimize our Graduate and Non-Degree Program Portfolio


Questrom will offer an optimized portfolio of relevant and rigorous business programs that prepare our learners for rewarding careers that create value for the world.

FY24 Priority Actions:

  • Develop and implement Flexible PEMBA
  • Explore an MS in Finance degree
  • Explore viability of online at scale programs in AI, analytics, and finance
  • Pilot Lifelong Learning certificates in family business, the business of AI, and product development
  • Launch action learning program and support infrastructure

Strategic Direction 2

Research with Impact

By intertwining both disciplinary and interdisciplinary perspectives, our aim is to shape business practices, inform policy decisions, and optimize the positive contributions of business in society.

Man speaking on stage in front of a crowd

GOAL 2: Improve the Impact of our Research


Evolve our academic departments and research institutes as ecosystems for disciplinary and interdisciplinary research, both basic and applied.

FY24 Priority Actions:

  • Recruit and retain strong research faculty at all ranks
  • Launch the Institute for Business, Markets & Society
  • Refine the scope of the Digital Business Institute to include the Business of AI
  • Broaden reach of faculty expertise through Insights@Questrom and the PR team

Strategic Direction 3

Collaborations that Enable

Foster relationships with alumni, industry leaders, policy makers, BU partners, and the greater Boston community to advance career opportunities, research, and programs.

Group of students talking at a career fair

GOAL 3A: Develop Strong Partnerships & Collaborations


Questrom will offer a robust strategy to identify, cultivate, and nurture strategic partnerships with key companies and alumni that represent a broad range of industries and geographic locations.

FY24 Priority Actions:

  • Continue to implement integrate career unit through the build out of the new Alumni engagement infrastructure and programs, including: joint alumni and faculty events, the Recent Alumni Program, alumni program councils, and the Global Envoy Program
  • Implement new Salesforce platform and governance to better track our industry and alumni engagement, including course and project participation
  • Establish a portfolio of key corporate accounts partnered with Questrom

GOAL 3B: Strengthening our Student Career Outcomes


Questrom will establish a reputation as a business school with industry leading career development services and school-wide engagement in the student career process, resulting in even stronger career outcomes.

FY24 Priority Actions:

  • Increase student access to self-paced career resources to increase the value and use of one-on-one appointments
  • Revamp the career curriculum for MBA students
  • Increase quality and quantity of employers engaged with Questrom
  • Expand and fully implement the ExecConnect program

Strategic Direction 4

Commitment to Excellence

We will accomplish our mission and vision through a commitment to excellence in all that we do, enabled by a strong culture and supported by high performing teams, strategic financial planning, data-driven management, and leading information technology.

Group of students at a zipline outing

GOAL 4A: Increase Diversity, Inclusion & Belonging


Questrom will build capacities, curriculum, and communities to foster a diverse and inclusive learning and work environment.

FY24 Priority Actions:

  • Design and launch inclusive classroom training
  • Expand participation in and enhance the offerings for Questrom Ascend
  • Design and pilot the Questrom First Gen initiative
  • Expand the annual Business School for a Day Program
  • Design for FY25 launch, a week-long Business School Exploration Program for sophomore and junior high school students

GOAL 4B: Enhance the Questrom Culture


Questrom will embody a culture rooted in our values: Students First, Respect for Everyone, and Commitment to Excellence

FY24 Priority Actions:

  • Advance cultural commitments among Questrom leadership
  • Launch programs to educate the community to participate in and facilitate constructive dialogues
  • Champion living our values within departments and units
  • Enhance our data-driven decision-making through the development of new dashboards and professional development of our staff