Robins School of Business Strategic Plan 2025-30

Think Broadly. Act Boldly. 

We seek to develop technology-enabled, human-centered, and globally minded leaders who
create value for society. We will achieve this by delivering a rigorous and innovative business
education that integrates the liberal arts, experiential learning, and professional development,
while cultivating a culture of respect and collaboration that values societal impact.

  • Human-Centered: We emphasize the skills that remain uniquely human, such as critical
    and analytical thinking, communication, ethical reasoning, creativity, empathy, and
    leadership. Being human-centered means grounding business decisions in values,
    relationships, and the broader human impact of commerce.
  • Globally Minded: We prepare students to understand business in its global context.
    Commerce has long connected people, ideas, and resources across borders, advancing
    civilization through exchange. Today’s interconnected economies and societies require
    leaders who appreciate cultural diversity, recognize worldwide impacts of decisions, and
    act responsibly in shaping the future of business.
  • Technology-Enabled: We prepare students to harness AI, analytics, and digital tools as
    enablers of innovation, problem-solving, and efficiency. Being technology-enabled
    means not only mastering tools but also using them ethically and responsibly to create
    value for business and society.

Through this plan, the Robins School of Business will position itself as a future-focused, values-
a driven, student-centered school. By elevating experiential learning, investing in faculty and
staff excellence, deepening connections with the business community, and fostering a
collaborative and respectful culture, we will prepare graduates who are not only career-ready but
also committed to thinking broadly and acting boldly in pursuit of a better world.

Expand All

  • Strategic Goal 1: Student Learning and Development

    Enable students to thrive academically, professionally, and personally through a distinctive educational experience that blends rigorous academics, professional skill-building, and meaningful experiential learning.

    1A. Curriculum Relevance and Rigor

    Ensure our undergraduate and graduate programs remain rigorous, current, and responsive to a changing business landscape, with an emphasis on technological fluency, analytics, sustainability, ethical decision-making, and global business perspectives.

    1B. Experiential Learning as a Signature Strength

    Make experiential learning a defining feature of the Robins School experience by ensuring every student has opportunities to apply knowledge in real-world contexts. This approach cultivates deeper learning, fosters confidence in navigating ambiguity, and equips students with the adaptability and judgment needed to succeed in dynamic business environments.

    1C. Early Student Engagement

    Broaden and deepen first-year initiatives by leveraging insights from the Endeavor program to provide early exposure to business, career pathways, and community engagement.

    1D. Global and Inclusive Education

    Strengthen support for international degree-seeking students in the Robins School and expand opportunities for all students to pursue global learning experiences.

    1E. Professional and Career Readiness

    Expand and systematize professional skill-building opportunities, anchored by the Robins PRO framework, to ensure that every student graduates with the competencies, experiences, and confidence to succeed across a wide spectrum of business careers.

  • Strategic Goal 2: Faculty & Staff Excellence

    Enable faculty and staff to maximize their contributions through meaningful careers, professional growth, and collaborative engagement.

    2A. Faculty Contribution and Balance

    Optimize the allocation of faculty responsibilities across teaching, research, and service to align with institutional priorities while recognizing individual strengths.

    2B. Staff Growth and Development

    Invest in professional development opportunities tailored to the interests and needs of Robins School staff, enhancing skills and career fulfillment.

    22C. Global Faculty Engagement

    Expand collaboration with international partner universities, supporting faculty exchanges, joint research, and shared program development.

    2D. Research Support and Faculty Investment

    Strengthen the research impact and visibility of the Robins School by supporting faculty scholarship and securing resources for endowed positions, research funds, and other investments that enable faculty to contribute meaningfully to business knowledge, practice, and education.

  • Strategic Goal 3: External Engagement and Societal Impact

    Foster connections with the business community and broader society that expand opportunities for students, enhance faculty impact, and advance the common good.

    3A. Entrepreneurship and Value Creation

    Launch a Center for Entrepreneurship to support students and alumni pursuing ventures, while connecting faculty expertise with entrepreneurial ecosystems. This center will serve as a catalyst for innovation and societal impact, equipping aspiring entrepreneurs with the resources, mentorship, and networks needed to transform ideas into sustainable ventures.

    3B. Alumni and Career Networks

    Build formal networks that connect career paths and academic programs, leveraging alumni, parents, and friends of the school to broaden opportunities for students. By deepening engagement with our alumni community, we will strengthen mentoring pipelines, expand internship and job opportunities, and foster a lifelong sense of connection between graduates and the Robins School.

    3C. Applied and Community-Based Learning

    Strengthen the Spider Business Hub as a long-term anchor for student/business engagement in Richmond and beyond. Support complementary initiatives such as Benchtop Innovations, the Sustainability Initiative, the Professional Sales Program, MBA capstone projects, international residency programs and executive education offerings that help businesses address pressing challenges while extending the school’s community impact.

    3D. Graduate Program Visibility & Enrollment

    Strengthen the visibility and impact of the Robins School’s graduate programs by making the MBA and MSM better known as pathways for career advancement and leadership development. Expand outreach to Richmond-area professionals and employers, highlight graduate student contributions to the region through applied projects and networking, and attract talented students seeking to advance their careers and expand their impact.

  • Strategic Goal 4: Culture and Community

    Foster a culture rooted in respect, collaboration, and shared purpose that unites faculty, staff, students, and alumni in advancing the mission of the Robins School.

    4A. Resource Development

    Fundraise for co-curricular initiatives that expand leadership, professional development, and experiential learning opportunities, as well as capital projects that provide collaborative spaces, integrated student services, and stronger community connections.

    4B. Faculty–Staff Collaboration

    Promote meaningful interaction between faculty and staff by creating opportunities for collaboration, dialogue, and shared initiatives.

    4C. Sustainability and Stewardship

    Promote and expand initiatives that engage students, faculty, and staff in advancing environmental responsibility, integrating sustainability into learning and practice, and strengthening the school’s role as a steward of resources for future generations.

    4D. Broader University Engagement

    Expand access for non-RSB undergraduate majors to Robins School courses and programs, fostering interdisciplinary collaboration and extending the school’s impact on the wider campus community.