Connected for Impact


WashU Olin Strategic Vision

For more than 100 years, Olin Business School has been known as a close-knit community with deep connections to the business world. With our long history of innovation in education and research, it’s no wonder that we’re a top producer of Fortune 1000 C-suite executives and that 50 St. Louis CEOs call us their alma mater.

Mike Mazzeo, deanOur plan is all about enhancing our impact by further strengthening and leveraging the connections that make us who we are. With this plan, we aim to collaborate more closely with our students, faculty, university, and business community. We pursue these partnerships because we know that they are essential to advancing what we seek to achieve above all else: a positive impact on society.

Mike Mazzeo, Dean and Knight Family Professor

Andrew Martin, WashU chancellorI’m excited by the strategic direction Olin has set. Olin’s strategy reflects and advances our university’s top priorities. Olin has a proud history, and this next chapter in the school’s story will be a memorable one.

Andrew D. Martin, PhD 1998
Chancellor

Jerry Kent, president Olin National CouncilI’ve appreciated the chance to partner with Dean Mazzeo as Olin has worked to develop this plan. Mike has hit the mark, and these priorities will further distinguish our school and ensure that our mission continues to positively impact the business community for generations to come.

Jerry Kent, BSBA 1978, MBA 1979
Chairman and CEO, Cequel III and TierPoint
President, Olin National Council

Core capabilities


Olin’s ability to achieve our strategic ambitions and strengthen the school for the future requires us to invest in core capabilities. These three critical enablers — commercialization, entrepreneurship, and innovation; experiential learning; and digital innovations — will underpin our success as we implement this plan.
  • Entrepreneurship, commercialization, and innovation

    Olin is recognized as a leader in entrepreneurship. For five straight years, we have been ranked as the #1 MBA for entrepreneurship. We have a host of unique educational experiences for our students, a great partner in Skandalaris Center, and a talented alumni community of entrepreneurs.

    Talented, too, are our faculty who engage in research in this domain. We aim to enhance our strategic focus by establishing a center to coordinate our activities in this domain and provide a unified approach to further growth.

    The university is focused on enhancing technology transfer and commercialization; Olin can apply its expertise in this area to the benefit of our university, our faculty, and our students. In collaboration with the new Vice Chancellor for innovation and chief commercialization officer, the office of technology management/tech transfer, Cortex, and the investment community, Olin can increase the impact of our university’s research. 

  • Experiential learning

    Much knowledge is acquired in a lecture hall or library, but it’s equally important for students to roll up their sleeves and gain real-world experience.

    Business leaders are frequent guests in our courses, our students engage with alumni in a variety of fields, and educational programming from the Center for Experiential Learning provides hands-on experiences in a variety of professional settings. Whether that's interacting with a St. Louis-based startup or a major corporation in Singapore, real-world learning helps students gain the perspective and confidence that only come from experience.

    Although the university's job placement services are centralized in the Center for Career Engagement, Olin remains focused on ensuring that our students have the resources they need to earn the strongest job outcomes possible through our curriculum, course sequencing, alumni, networking opportunities, and other essential practices.

  • Digital innovations

    Excellence in digital domains is essential to the success of our research and education mission. Though we have several courses and degrees that furnish students with modern methodologies, we must position ourselves to be at the forefront of emerging trends.

    Since innovations are a perennial area of demand for executive education, we need to ensure that our offerings are salient. With regards to AI, we are examining additional courses, training for our students, and upskilling and resourcing for faculty. Additionally, several of our faculty have processing-intensive research needs; we can address these needs in part through collaboration with the Digital Intelligence and Innovation initiative of Here and Next.

    The Center for Analytics and Business Insights will play a key role in these efforts. Finally, our Center for Digital Education is poised to become a leader in digital experiences and an indispensable resource for both Olin and WashU. We will invest in the people and infrastructure to achieve premier standing in this area.

Beverly Wenderland, provostWith our university’s strategic plan, Here and Next, we aim to generate solutions to the deepest societal challenges. A business lens is essential to understanding problems and creating answers that are both scalable and sustainable. Olin’s plan will further advance our university’s commitment to driving impact.

Beverly Wendland
Provost and Executive Vice Chancellor for Academic Affairs

Leaders in the business world


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Top 10

business school

for Fortune 1000 C-suite executives with an MBA, Fortune magazine 2024

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50

St. Louis CEOs

are WashU Olin Business alumni

Bob Virgil, former deanThe Olin School’s advancement has been a key factor in Washington University’s standing among America’s leading universities. This creative, bold strategic plan developed by Dean Mazzeo and his team will continue to take Olin in exciting directions. I especially am pleased by the emphasis on directing Olin’s considerable assets to the future business development of the St. Louis region.

Bob Virgil, MBA 1960, DBA 1967
Former Dean of Olin Business School