Goodman School of Business Strategic Plan - 2024

Inspire. Discover. Engage. Achieve. 2024

circle-check Goodman’s path forward

This document presents Goodman’s strategic direction for the next five years. As you read through it, you will see our School’s refreshed Purpose, Vision, Mission and Values that will guide and inform our actions.

What became clear through the consultation process is our School’s vision is to create meaningful sustainable impact in the classroom, our community and through our world-changing research.

The plan lays out five strategic themes that our diverse community of students, staff, faculty, alumni, industry partners and administration have determined will help our school achieve our vision. Each theme is outlined in this report to illustrate how it will contribute to achieving our goals.

Your invaluable input, guidance and active engagement are crucial in this journey. Through our combined efforts, we aim to inspire, discover, engage and ultimately achieve our purpose.

Land acknowledgement

Brock University acknowledges the land on which we gather is the traditional territory of the Haudenosaunee and Anishinaabe peoples, many of whom continue to live and work there today. This territory is covered by the Upper Canada Treaties and is within the land protected by the Dish with One Spoon Wampum Agreement. Today this gathering place is home to many First Nations, Metis and Inuit peoples and acknowledging reminds us that our great standard of living is directly related to the resources and friendship of Indigenous people.

Strategic Planning team

Mohsen Alghazali (Support, Recorder)

Abdul Ashraf (Faculty, MIBS)

Anteneh Ayanso (Faculty, FOIS)

Madhura Bagchi (Student, Graduate)

Shawana Chen (Faculty, OBHREE)

Fayez Elayan (Faculty, Accounting)

Marshall Jiang (Faculty, MIBS)

Carrie Kelly (Staff Rep, Graduate)

Skander Lazrak (Faculty, FOIS)

Crystal Li (Support, Logistic Coordination)

Jennifer Li (Leadership, AD, Undergraduate)

Yasanthi Perera (Faculty, OBHREE)

Abdul Rahimi (Project Director)

Prabnik Sidhu (Student, Undergraduate)

Jennifer Smith (Support)

Abbas Sumar (Staff Rep)

Tek Thongpapanl (Leadership, AD, Graduate)

Samir Trabelsi (Faculty, Accounting)

Marianne Vessel (Staff Rep)

Strategic plan writing and editing by Kaitlyn Little Plan designed by Myles Fisher

Lainie Wagner (Staff Rep, Undergraduate)

Barry Wright (Leadership, Dean GSB & Chair)

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Strategic Plan

Purpose

IDEA: to inspire, discover, engage, achieve.

Vision

Leading with meaningful sustainable impact.

Mission

Goodman is a globally oriented and community dedicated business school that engages and challenges through scholarly initiatives, education and practice.

Values

Professionalism Integrity, collaboration and excellence.

Passion Compelling enthusiasm, eager interest and excitement.

Perseverance Steadfast dedication to achieve success.

Perspective Creating a broader worldview.

Strategic themes

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Exceptional experiences

Goodman is a conduit for personal achievement.

gauge-max Accelerate reputation

Merging our commitment to excellence with visibility.

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Impactful research

Scholarly practice that informs, enriches and elevates.

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Intentional culture & capacity

Collaborative, compassionate culture that drives performance.

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Ally to community

Advancing community interests.

Strategic theme 1 trophy-star

Exceptional experiences

Creating exceptional experiences is the foundation of everything we do at Goodman. These experiences support our students, our team and community members. This foundation is the groundwork that inspires the pathway for personal achievement.

To inspire and create the Goodman pathway, we will:

• Review, renew and deliver curriculum that mirrors current and future demands.

• Provide support services for Goodman students.

• Foster a sense of belonging.

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Strategic theme 2

Impactful research

Our vision is clear that the impact of our School must be both meaningful and sustainable. The research conducted at Goodman will help us realize this objective. We will be creative with the resources available to us to ensure that our research informs teaching, furthers the interests of our communities, and propels our school’s reputation.

In our pursuit of conducting research that informs, enriches and elevates, we will:

• Establish a supportive research culture.

• Foster all forms of publishable research.

• Promote research informed teaching practices.

• Facilitate collaboration and knowledge mobilization.

Ally to community Strategic theme 3 chart-network

Brock University was established when grassroots local interest became a movement to provide access to good education in Niagara. Now, 60 years after the University’s founding, this plan formally reaffirms Goodman’s support to advancing the interests of local businesses and the community at large.

To advance community interests, we

will:

• Provide intentional support to local businesses.

• Design and deliver offerings that address community needs and optimize program access and delivery.

• Connect with and strengthen our network of more than 15,000 alumni.

• Advocate for racialized and marginalized communities.

Accelerate reputation Strategic theme 4

Reputation is a matter of perception. To accelerate Goodman’s reputation, a concerted effort will be made to increase the visibility of Goodman’s research, teaching and student success. This will aim to align the public awareness and perception of the school with the high standard of excellence being achieved here. This increased visibility will be actualized by building stronger community relationships and academic collaborations, engaging in strategic recruitment activities, and collectively sharing Goodman’s excellence.

To make our commitment to excellence visible, we will:

• Improve our domestic and international rankings by developing relationships and improving data collection and reporting.

• Build Goodman’s brand reputation.

• Create intentional partnership opportunities that align with our strategic priorities.

Strategic theme 5 circle-heart

Intentional culture and capacity

To create meaningful sustainable impact, our community will need to be empowered and supported to achieve excellence within the boundaries of the School’s capacity. The focus of this theme is to ensure that our impactful research informs teaching, furthers the interests of our communities and propels our School’s reputation forward. We will inspire a culture that is collaborative, compassionate and performs in the context of our capacity.

To inspire a culture that is collaborative, compassionate and high performing in the context of our capacity, we will:

• Purposefully develop Goodman’s culture.

• Create a culture of transparency.

• Strategically execute goals based on our capacity.

comments How we got here

This Strategic Plan is a collaborative effort, drawing from our past planning and the AACSB accreditation cycle, with significant input from all members of the Goodman School of Business team including community members, student and alumni representatives, businesses, as well Brock’s leadership.

To create our shared strategy, we consulted, listened, collected input, sought guidance and clarification through:

• A Goodman-wide survey*

• Many one-on-one conversations

• Strategic theme discussions*

• Consultation with Brock leadership

• Focus groups – strategic sprints

• Strategic strengths finding sessions*

• Consultations with Goodman Executive Committee

• Consultation with the Dean’s Advisory Council

• Strategic Planning Committee

• Information sharing and strategic brainstorming*

• Consultation with strategic planning advisory committee

*Denotes entire Goodman team involved

share-all What comes next

For true progress, we will rely on our entire Goodman team championing our new path forward. At the heart of our efforts lies our collective commitment to realize our purpose.

Following the plan’s approval, a comprehensive implementation plan will begin.

To drive measurable progress in each strategic area, the Goodman team will craft distinct project plans aligned with the strategic themes. As we implement this plan, these projects will adapt and evolve.

These project plans will go thorough vetting and approval by the Dean’s Office, guided by the Strategic Planning Advisory Committee. This review aims to evaluate successes, address challenges, and determine the goals and actions that will direct Goodman’s trajectory for the year, ensuring alignment with the annual work plan’s objectives.

Your invaluable input, guidance and active engagement are crucial in this journey. Through our combined efforts, we aim to inspire, discover, engage and ultimately achieve our purpose.