Purdue Engineering Strategic Plan

Planning Process

Download the Strategic Planning Process (PDF)

Philosophy: Convert Growth to Impact

  • Long horizon: 10-20 year vision, 5-year action
  • Global scope
  • High touch and inclusive process
  • Leverage strengths in education and faculty expertise to set bold goals
  • Convert previous plan investment in research, faculty and facilities to extraordinary impact

Process Highlights: Global Engagement of Stakeholders

We began thinking about our future and exploring issues of the present in October 2006, shortly after Leah Jamieson became dean.  These earliest conversations spanning the 2006-07 academic year were with the Engineering Leadership Team, the Engineering Advisory Council, and key stakeholder groups in the college as well as deans from the other Purdue Colleges and programs.  More than 230 individuals participated in these dialogues.

Augmenting these meetings was extensive on-line research and travel to Latin America, Europe, Africa and Asia as well as other parts of the U.S. and conversations with students and leaders in more than 25 countries.  Visits to private high schools, International universities, alumni gatherings, corporations, and professional meetings and workshops involved more than 600 students, faculty, staff, corporate and academic leaders, planning experts, and alumni in conversations.

Key Themes and Insights:

 In Academic Year 2007-08 time was spent brainstorming ideas in potential opportunity areas with the Engineering Leadership Team, interviewing our own faculty and staff, and meeting with focused groups of faculty, staff and students.  Approximately 100 individual interviews were conducted and 28 meetings with the faculties of each of our schools as well as representative staff and student groups (involving ~300 individuals) to more deeply explore the themes that were emerging. 

In addition to these themes we gained intriguing insights as to how faculty saw themselves and/or colleagues positioned to make a difference and students’ view of this century's top challenges. 

However, everyone, everywhere agreed that INNOVATION is critical to being competitive in the future.  The new age has been referred to variously as the knowledge economy, the innovation economy and the creative economy. To add value through innovation was considered the single most valuable skill for individuals, organizations and countries.

Office of Engineering Strategic Planning and Assessment