Anderson 2021 is a roadmap for increasing the relevance and impact of UCLA Anderson’s research and graduates’ career preparation, for creating connections, identity and inclusivity as “One Anderson,” for partnering with the broader UCLA and alumni communities, for expanding our social mission and for generating new and sustainable revenue streams.
Expanding beyond our initial focus on the Los Angeles region, our ambitions today extend to the world and embrace rigorous and impactful scholarship, principled leadership and entrepreneurial thinking.
As we Think in the Next and look to the coming five years, our starting point is pride in the scholarship of our faculty and our academic curriculum. Yet with the escalating pace of global change, UCLA Anderson must evolve to play a more significant role in shaping the future rather than reacting to what has passed.
We must continue to adapt and expand our learning and scholarly programs by fostering deeper knowledge — and real understanding — of the opportunities and challenges affecting business, society and our planet.
Over the next five years, we will:
In a school of management, there must be an applied dimension to the thought leadership and educational programs we offer. These pursuits are meaningful only if they advance our understanding of drivers of behavior and value in organizations, markets and communities. Our strategic priorities for the next five years are shaped by continuing disruption in these drivers of value, and the urgent need for deeper understanding of the forces that shape organizations and markets. At UCLA Anderson, we are well positioned to advance management thinking in the midst of these complex shifts because of several unique advantages. These include:
- A superb faculty leading cutting-edge learning and research programs;
- A culture that shares success, thinks fearlessly and drives change;
- A leading, comprehensive public research university, UCLA, as our home;
- An essential grounding in Southern California, an innovation hub and a truly global region.
Elevating our social mission
Social engagement is fundamental to our mission as a public institution. As a school of management, we aim to elevate the social awareness of leading for-profit organizations, as well as the leadership and organizational capacity of nonprofits and civic organizations, with a multiplier effect that reverberates through communities. Social engagement is also increasingly valued and practiced by our students, staff, faculty and alumni. We intend to integrate research, education and service in ways that enhance scholarship and allow us to apply our knowledge to community problems and big issues, and positively impact society. Through research, curricula and field studies, we will explore and find solutions to important problems facing our society at local, national and global levels.
We have placed the many community-oriented initiatives at Anderson under one umbrella, Impact@Anderson. Creating this cohesion will broaden our reach in this area by supporting faculty research that advances social impact, by growing the number of purpose-driven field study projects and by expanding the school's engagement with community-building organizations.
To elevate Anderson's social mission, we will work on both the research and outreach fronts. We will seek funding to formalize a new Impact@Anderson center as a full-fledged research and social innovation center that enables expansion of its programming. We will also dedicate funding under this umbrella to faculty research that addresses the grand challenges of the day with the potential for broader impact. For students, we will seek to increase field study projects dedicated to social purposes. We will also facilitate community service projects among Anderson students, alumni, faculty and staff that build leadership capacity in communities locally, nationally and globally.
The strategic initiatives are designed to advance the school’s goals around relevance and impact, community identity and inclusivity, engagement with key stakeholders, and revenue growth. Success rests on progress in the following metrics:
- Application and placement trends in degree and non-degree programs, which are expected to rise with innovations in programs and learning approaches that capture evolving market and skill needs;
- Reputational measures (e.g., rankings, scholarly productivity, media mentions), as the school is increasingly recognized for the distinctiveness of its degree and non-degree programs, the influence of its research in organizational and market settings, and coherence around brand messaging;
- Diversity and climate trends, demonstrating progress in both quantitative and qualitative assessments in these areas among faculty, students and staff;
- Engagement measures with target constituencies demonstrating increased program involvement with the university, alumni participation rates (in giving, in events, in school-wide program initiatives, in continuous learning) and scale of community-based outreach projects;
- Financial health, reflecting a risk-balanced portfolio of programs and a sustained revenue stream (from programs and philanthropy) because of the success and excitement generated by the strategic initiatives.
We are eager to achieve “the Next.”