STRATEGIC PLAN2007-2012

Revised Feb. 2, 2010

International Acclaim. Individual Attention.

CONTENTS

FSU College of Business Strategic Goals:Goal 1: Innovative and High Quality Academic Programs 7-8

Relevant Strategies & Action Steps

Goal 2: International Thought Leader in Research 10-11Relevant Strategies & Action Steps

Goal 3: Financial Strength 13-14Relevant Strategies & Action Steps

Goal 4: Human Capital Strength 15Relevant Strategies & Action Steps

Goal 5: Inclusive and Ethical Culture 16-17Relevant Strategies & Action Steps

Goal 6: World Class Alumni and Business Relationships 18-19Relevant Strategies & Action Steps

Goal 7: Brand Strength 20Relevant Strategies & Action Steps

Introduction 5The Strategic Planning ProcessStrategic PrioritiesImplementation

Our Mission 6

Our Vision 6

Our Core Values 6

The Strategic Planning ProcessThe strategic planning process for the College

of Business began during summer semester2006. An initial draft strategic plan was

produced by the Dean’s Office and theExecutive Committee. Its content was based

on individual interviews conducted with thefaculty, staff, and selected alumni. This draft

was then circulated to various stakeholdergroups and used as the starting point for

discussions. During the fall 2006, COBalumnus, Jim Seneff and CNL Financial

Group provided the services of KeystoneAlliance to help gather additional research.

Keystone Alliance facilitated focus groups,collaborative workshops and completed a

survey. Participants included alumni, faculty,staff, students, human resource

professionals, COB Board of Governors andemployers. An inter-departmental faculty

committee was also established inSeptember, 2006. The task presented to the

faculty committee was to create a 5 yearstrategic plan that aligns resources and

strategic objectives to achieve the vision ofbecoming a preeminent college of business.

The faculty committee provided a draft

strategic plan on December 8, 2006. This draftwas circulated to the faculty and staff of the

college. Results from the focus groups,collaborative workshops and survey as well

as the subsequent recommendationsprovided by CNL Financial Group and

Keystone Alliance were provided to theCollege in December, 2006. The current

strategic plan is based on these documents.The plan is evaluated annually by the Dean,

Executive Committee, College Board ofGovernors, College Strategic Planning

Committee, Departments and Centers.Appropriate adjustments are incorporated and

a major update occured in 2009.

INTRODUCTION

Strategic PrioritiesOver the coming five years, the following

strategic priorities will provide the foundationfrom which the College of Business can

achieve preeminence:1. Innovative and High Quality

Academic Programs2. International Thought Leader in

Research3. Financial Strength

4. Human Capital Strength5. Inclusive and Ethical Culture

6. World Class Alumni and BusinessRelationships

7. Brand Strength

ImplementationSpecific actions to achieve the seven major

goals have been summarized, and individualsresponsible for these actions identified.

Actions given have been prioritized and someof the original initial action steps have been

completed or deleted. Responsibleindividuals continue to assess improvement

in these areas by 1) establishing metrics tomeasure performance, 2) benchmarking

where we are now, 3) monitoring andreporting progress, and 4) reevaluating the

impact of actions on the overall strategy andto determine if the strategies are helping

achieve the College of Business goals.

Caryn L. Beck-DudleyDean

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Our Vision:To be a preeminent College of Business in

the areas of teaching, research, and service.

Our Mission:To provide high quality, innovative instruction

that prepares, challenges, and inspiresstudents to shape the future of business; to

be an international thought leader byproducing high quality scholarly research and

publishing in top tier journals; to establish andfoster relationships with our alumni, the

business community and our otherstakeholders; to help the University fulfill its

mission and achieve its vision.

Our Core Values:

· We Choose Integrity

· We Choose Respect

· We Choose Innovation

· We Choose Leadership

· We Choose Excellence

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FSU College of Business Strategic Goals:

Goal 1: Innovative and High QualityAcademic ProgramsBe nationally recognized as a preeminentinstitution of business education. Be

considered a school of first choice.

Relevant Strategy1.1 Increase the rankings of the

Undergraduate Programs -- School of 1stChoice

Action Steps:1.1.1. Improve student graduation rate and

job placement

1.1.2 Monitor/adapt curriculumdevelopment to remain “state of the art”

1.1.3 Develop and promote specialized

programs

1.1.4 Create student engagement on an

ongoing basis

1.1.5 Create and enhance internshipopportunities on an ongoing basis

1.1.6 Promote Honors program

1.1.7 Target top students and diversepopulations when recruiting

1.1.8 Create undergraduate enrollment

management plan to best use availableresources

1.1.9 Reduce class size in senior level

courses

1.1.10 Improve per student funding

Relevant Strategy1.2 Increase the rankings of all Master’sPrograms

Action Steps:1.2.1 Improve student placements

1.2.2 Continue to balance online offeringswith on campus offerings to maximize rigor

and revenue

1.2.3 Continue to streamline admissions

process and provide sufficient support

1.2.4 Provide sufficient support forplacement and internship activities for

master’s programs

1.2.5 Attract a high quality, diverse studentbody

1.2.6 Establish resource budgets and targetenrollments for graduate programs that

include appropriate support for master’sassistantships

1.2.7 Continue to refine online programs --

goal is preeminence in online education

1.2.8 Explore feasibility of interdisciplinarydegree programs, certificate programs and

online business education through theDeSantis Center

1.2.9 Target high quality students fromacross FSU

1.2.10 Maintain “state of the art” graduate

Web site

Student EngagementActivity:Student ManagedInvestment Fund -the objective of the

fund is to enrichstudent education

through activeparticipation in

financial markets.Students assist in

stock selection andmanagement

experience. Theylearn to deal with the

uncertainty inherent inthe process of

estimating stock valueand contrasting it to

current stock price.The process helps

students to developtheir intuition and

provides a practicalapplication for

investment decisions.

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Relevant Strategy1.3 Strive for preeminent Ph.D. programs

Action Steps:1.3.1 Improve student placements

1.3.2 Offer competitive financial packages

and improved resources

1.3.3 Target high quality students

1.3.4 Promote student publications and

participation in national conferences

1.3.5 Continue to evolve curriculum so that

it remains “state of the art”

Relevant Strategy1.4 Maintain Accreditation

Action Steps:1.4.1 Establish program goals consistent

with AACSB requirements

1.4.2 Establish an efficient means ofassessing the stated program goals

Student EngagementActivities:Internships - the goalof student internships

is to offer businessstudents real world

experience through onthe job practice under

the direction of anapproved industry

professional, facultyadvisor and internship

director.

EntrepreneurshipProgram - the

program wasredesigned into a

highly interactive andcompetitive world-

class program.Students are creating

‘microbusinesses’and working with

inventors to conductfeasibility studies.

Entrepreneur Week(E-Week) is being

established andclassroom visits by

entrepreneurs haveincreased.

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Goal 2: International ThoughtLeader in ResearchBe internationally recognized as apreeminent research institution, focused on

the creation, discovery, and dissemination ofbusiness knowledge. Knowledge creation

and discovery occurs through timely andinnovative research. Dissemination occurs

through written publications as well as oralpresentation.

Relevant Strategy2.1 Increase the number of high qualityresearch publications

Action Steps:2.1.1 Continue to fund and enhance COBSummer Research Support

2.1.2 Continue to maintain incentive systemto reward quality publications and research

activities, including merit-based course loadreductions

2.1.3 Invest in specialized databases and

software

Student EngagementActivities:AccountingResearchColloquiums - eachsemester

approximately five toten visiting scholars

from around thenation are invited to

present workingpapers to accounting

doctoral students.

SunTrust VisitingProfessor SpeakerSeries - featurespresentations by

internationally knownscholars in finance.

SunTrust SpringBeach Conference -

provides departmentvisibility through

presentations andprovides networking

between doctoralstudents and

internationally knownfinance scholars.

Relevant Strategy2.2 Promote a research environment that

encourages scholarship and studentsuccess

Action Steps:2.2.1 Involve students in Center activitiesincluding organizing and participating in

conferences

2.2.2 Explore opportunities for studentfunded research activities

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Relevant Strategy2.3 Increase visibility of our research

Action Steps:2.3.1 Secure more travel money forscholarly activity

2.3.2 Increase visiting scholars to engage

our faculty in preeminent research

2.3.3 Increase editorships and editorial

board participation in top tier journals

Student EngagementActivities:Evan D. JenningsExecutive SpeakerSeries - bringsbusiness leaders and

public policy-makersto campus to discuss

with students thecritical trends

affecting the realestate industry and its

market, as well ascommunity

development andinvestment issues.

WachoviaDistinguishedScholar Series :allows for some of the

brightest minds in themarketing field to

present theirresearch, meet with

doctoral students andattend social activities

with students andfaculty.

Relevant Strategy2.4 Promote synergies within the Collegeand University through cross-discipline

research

Action Steps:2.4.1 Increase faculty awareness of the

various research programs in the Collegeand outside

2.4.2 Explore funding opportunities toencourage cross-disciplinary research

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Goal 3: Financial StrengthSecure the financial resources necessary toachieve the College’s goals.

Relevant Strategy3.1 Increase the number of high qualityresearch publications

Action Steps:3.1.1 Promote and fund development of

new Centers with potential for national/international visibility

3.1.2 Explore specific “trends” conferences

3.1.3 Create new plans for existing centers/

institutes with a national preeminence goal

Relevant Strategy3.2 Name the College through an

endowment gift

Action Steps:3.2.1 Present the Strategic Plan to potentialdonors highlighting areas of

accomplishment and areas of need

3.2.2 Identify potential donors with highlikelihood of making a major contribution for

a new building

3.2.3 Cultivate long term relationships

Relevant Strategy3.3 Increase funded research

Action Steps:3.3.1 Investigate potential fundingopportunities for each department/program

and the College

3.3.2 Find ways to make the contracts/grant

process more user friendly for faculty

3.3.3 Find ways to create synergiesbetween contracts/grant research and

research valued by business disciplines

3.3.4 Investigate ways to utilize or refocusmission in Marketing Institute

Student EngagementActivities availablethrough privategiving opportunities:The Center forInsurance Research- the relaunching ofthe center brings

students, scholarsand industry together

through facilitatingconferences,

symposia andworkshops that

encourage interactionon timely risk

management topics. Italso disseminates

rigorous researchprojects and

publications on riskmanagement and

insurance issues.

The Center for RealEstate Education &Research - fostersinteraction among

students, alumni andthe real estate

community throughthe annual Real

Estate Trends &Networking

Conference, aspeaker series,

market strategyforums and

roundtables, whereexecutives and

scholars exchangeideas and insights

with students.

Relevant Strategy3.4 Expand external development

Action Steps:3.4.1 Increase annual fund giving

3.4.2 Strengthen alumni network as aresource

3.4.3 Increase scholarships atundergraduate level

3.4.4 Increase scholarships at graduate

level

Relevant Strategy3.5 Explore Executive Education

Action Steps:3.5.1 Identify opportunities to engage inexecutive education as an additional

revenue source

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Goal 4: Human Capital StrengthBe considered an employer of 1st Choice.

Relevant Strategy4.1 Attract, support and retain

internationally-recognized faculty

Action Steps:4.1.1 Increase professorships and Endowed

Chairs, and evaluate compensation ofexisting awards

4.1.2 Match faculty strengths and interests

with annual assignments

4.1.3 Review internal and external

compensation patterns, and design creativeways to minimize/eliminate discrepancies

4.1.4 Develop and maintain intra-

departmental review programs for tenureand promotion candidates

Relevant Strategy4.2 Attract, recognize and support top staffand technical employees

Action Steps:4.2.1 Continue to celebrate staffaccomplishments and contributions to the

College

4.2.2 Proactively support the on-going

development of skills acquisition, use andupdating

4.2.3 Evaluate morale and develop

feedback mechanisms to improve quality ofwork life for employees.

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Student EngagementActivities:Mentoring -

enhances studentsuccess and makes

them feel moreconnected to their

school. Dr. GeraldFerris, Frances

Eppes Professor ofManagement and

Psychology, receivedthe 2010 Thomas A.

Mahoney MentoringAward from the

Academy ofManagement in

recognition of hismore than three

decades ofcontributions to the

development ofscholars in

management and theimpact of both his

and his students’scholarship on the

field.

Goal 5: Inclusive and EthicalCultureBe recognized as having a preeminentorganizational culture established on

inclusiveness, openness, diversity,accountability, and integrity.

Relevant Strategy5.1 Maintain student focus

Action Steps:5.1.1 Encourage student networking

through COB social events

5.1.2 Publicize accomplishments ofstudents

5.1.3 Identify opportunities for studentinvolvement in community service, business

and research

Student EngagementActivities:International GlobalExperience - is partof an elective course

in which master’sstudents earn credit

by engaging in preand post-travel

coursework and bystudying in-country

with expert lectures,company visits, tours

and cultural events. Itexposes challenges

and opportunitiesinherent in global

enterprise.

Relevant Strategy5.2 Infuse global principles throughout theCollege

Action Steps:5.2.1 Work with FSU International ProgramsOffice to evaluate and develop strategic

international partners for study abroad andvisitors

5.2.2 Work with FSU International ProgramsOffice to regularly schedule course offerings

at selected locations that would be ofinterest to business students (focused on 6

week summer sessions)

5.2.3 Develop and advertise programs asspecific study abroad opportunities for

business students

5.2.4 Provide opportunities for internationalshort courses to graduate students in

conjunction with International Programs

5.2.5 Reward faculty research in premier

international journals

5.2.6 Catalog international involvements ofthe College and determine where

improvements can be made

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Relevant Strategy5.3 Infuse ethical leadership principlesthroughout the College

Action Steps:5.3.1 Explore opportunities for creating anundergraduate course on ethical leadership

5.3.2 Leverage programs and research

from a Center for Ethical Leadership

5.3.3 Create annual speaker or convocation

series

5.3.4 Explore opportunities to encourageethical leadership principles outside of the

College

Student EngagementActivities:The Sunshine StateEthics in LeadershipAwards Program - isa new statewide

award and speakersseries created to

recognize and honora fundamental

commitment to ethicsand integrity by key

leaders in Florida’spublic and private

sectors, and topromote a deeper

culture of ethicalbehavior among all.

The partners in thisinitiative include the

College of Business,Ron Sachs

Communications andthe Florida Monthly

magazine.

Relevant Strategy5.4 Enhance college-wide involvement

Action Steps:5.4.1 Develop an annual COB charitabletie-in involving all groups (faculty, staff and

students) within the College

5.4.2 Hold college-wide social events

5.4.3 Increase bi-directional communicationchannels (e.g., Dean’s letter, student

distribution lists, and better use of studentorganizations for feedback)

Relevant Strategy5.5 Provide opportunities for staff

Action Steps:5.5.1 Involve staff in decision making

5.5.2 Continue to support and build onrecently adopted staff award recognition

programs

Goal 6: World Class Alumni andBusiness RelationshipsBe recognized as a leader in alumni andbusiness relationships by fostering a culture

of pride, advocacy, and professionalism.

Relevant Strategy6.1 Nurture alumni pride

Action Steps:6.1.1 Increase department communicationswith alumni

6.1.2 Develop an annual giving program

coordinated by the College to increase theparticipation rate and consistency of

participation from year-to-year amongalumni

6.1.3 Increase campus visits

6.1.4 Frequently survey alumni for input

Relevant Strategy6.2 Increase mentoring activities

Action Steps:6.2.1 Create official student mentoringprogram

Relevant Strategy6.3 Improve alumni recognition

Action Steps:6.3.1 Increase prestige and recognition of

Hall of Fame

6.3.2 Enhance the number of alumnirecognition awards

6.3.3 Create College “wall space” and “Webspace” to recognize prominent alumni

Student EngagementActivities:Hall of Fame Dinner& Ceremony -

students are affordedthe opportunity to

network with the topbusiness alumni at

the College’s mostprestigious annual

alumni event.Students assist in the

coordination of theevent as well as play

an active role byintroducing Hall of

Fame inductees atthe event.

Leadership Day -

hosted prior to theHall of Fame Dinner &

Ceremony, the eventutilizes the vast talent

and knowledge of ourpast and new

inductees to infuseour classrooms with

real-worldexperiences and it

brings our studentsface-to-face with

industry leaders.

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Relevant Strategy6.4 Increase visibility with business

community

Action Steps:6.4.1 Identify ways to interact with the

international community outside of theUniversity (e.g., economic development,

professional expertise, technology transfer,board participation)

6.4.2 Encourage participation in external

groups and associations

Relevant Strategy6.5 Increase faculty involvement with

alumni

Action Steps:6.5.1 Improve alumni reunion events

Relevant Strategy6.6 Create business school to businessopportunities

Action Steps:6.6.1 Investigate creating additionalconferences (Women in Business, HR,

Entrepreneur Day, financial services, etc.)

Student EngagementActivities:Leadership andScholarship Dinner -an annual dinner

created to recognizethe strengths and

outstandingaccomplishments of

students, faculty, staffand alumni. With

more than 300 inattendance each year,

we provide an uniqueopportunity to

highlight the College’snumerous accolades

and key achieve-ments. The event

allows for students totake a key role in

facilitating the event,networking with

donors and alumniand speaking to the

attendees.

Goal 7: Brand StrengthEstablish and promote the College brand in

a way that improves brand image, enhancesperceived quality, and increases brand

loyalty.

Relevant Strategy7.1 Have the FSU COB “brand” recognized

globally as a symbol of quality andrecognized as an innovative College on the

rise

Action Steps:7.1.1 Develop an image building campaign

for the College, including consistentcommunications, high quality web presence,

etc.

7.1.2 Increase PR staff

7.1.3 Improve relationships with industry

and recruiters

7.1.4 Develop branding initiatives for eachmajor to increase student pride in the major

7.1.5 Improve internal communications

7.1.6 Implement weekly Facebook, Twitterand LinkedIn communications

Relevant Strategy7.2 Build a world-class facility

Action Steps:7.2.1 Work with the central administration

and key alumni to develop a plan to build anew, comprehensive facility through a

public-private partnership

Relevant Strategy7.3 Engage in academic and professionalservice

Action Steps:7.3.1 Acknowledge exemplary academicand professional service in merit process

and provide course release options tosupport or reward exemplary service

Student EngagementActivities:EntrepreneurshipBootcamp forVeterans withDisabilities -managed through the

Jim Moran Institute forGlobal

Entrepreneurship, thiseducational initiative

is run extensively byvolunteers -- many of

them businessstudents. Although the

veterans are only onour campus for nine

days, students areinvolved with this

project throughout theplanning, execution

and post-planningstages.

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