Each year, Babson identifies a set of Critical Few Objectives, or CFOs, to guide and inform our community’s efforts for the year ahead. These CFOs are guided by the framework set forth by our strategic plan with the goal of empowering entrepreneurial leaders to impact communities everywhere.
FY26 Critical Few Objectives
Create a Culture of Entrepreneurial Leadership in our Community and Beyond
Grow Tuition and Non-Tuition Revenue
Invest in Our People and Infrastructure to Enhance Learner Value Realization
Share Responsibility to Support Learner Success from Aspirations to Achievements
Develop More Agile and Sustainable Business Models
Leverage Our Inclusive Excellence Journey to Drive the Competitive Advantage for Learners and the Institution
Sample Key Performance Indicators
Launch the first entrepreneurial leadership certificate through Babson On-Demand™
Develop an entrepreneurial leadership competency assessment focused on professional learners
Offer employees the Entrepreneurial Mindset badge
Extend entrepreneurial leadership competencies including performance metrics and position descriptions
Launch the Master of Science in New Venture Creation
Develop a strategy for and launch the “Summer of Innovation” for undergraduate students
Grow Lifelong Learning asynchronous revenue
Enable stackable Certificates in Advanced Management
Double graduate pathway agreements with domestic and international schools
Increase delivery of Teacher Training Program (TTP) for faculty
Break ground on Executive Lodge and Conference Center
Extend AI learning opportunities for staff and faculty
Advance the HELV Phase II capital project to complete the fully integrated student-centered facility by August 2027
Successfully complete searches for new deans
Develop a new, holistic approach to career development for students and alumni
Improve metrics and tracking approaches for the student career journey through THE Student Retention and Success Plan
Launch the AI Entrepreneurship Console
Implement pre-matriculation a preparedness program for most at risk students
Publish applied research regarding emotional well-being of early-career professionals
Continue a dynamic financial management approach to produce operating income
Integrate partner-developed offerings to build our asynchronous catalog
Define agile workforce models to meet changing needs and demands
Explore additional Babson Begin cohorts
Expand the meaning of Inclusive Excellence in Entrepreneurship through evidence-based research
Continue to extend the evolution of Inclusive Excellence learning and application for managers
Enhance the student experience by piloting a diverse and high-quality Kosher meal plan
Babson’s Strategy in Action
FY25 Accomplishments
The Babson community is always looking to the horizon, collectively envisioning how the College can change the world. Through their collaborative efforts, the community brought Babson’s achievements to new heights in FY25 and continues to position the College as a leader across higher education.
