Strategic Vision | Michigan Engineering

Engineers play a key role
in solving society’s
greatest challenges.

We have an obligation – and a tremendous
opportunity – to improve the quality of life.

Michigan Engineering

2020 Strategic Plan

How can engineers help solve the most significant problems of our day? The Michigan Engineering 2020 strategic plan has found ways to anticipate the global, technological and educational changes ahead – positioning our institution to lead the evolution of 21st-century engineering research and education for the benefit of the common good.     

Our people are at the center of our plan. By establishing a framework, we have empowered them to carry it forward. The vision we set has come to life through our three pillars of excellence: research, education and culture.

EVOLVING OUR VISION

We knew from the start that we would need to take on big problems that we alone may be in a position to solve. We would strive to move from “great” to “best” with the humanity of engineering at our core. We would provide some of the solutions the world needs.

Vision

Michigan Engineering aspires to be the world’s preeminent college of engineering serving the common good. 

CRAFTING OUR PLAN

We looked at who we are and what we already have. We met with faculty, staff, students, alumni, peers and partners to learn what they believed to be our core strengths – and weaknesses. We analyzed those against the landscape of the globe, identifying where we truly have an impact. With that in mind, we articulated our mission and our core values.

Mission

Michigan Engineering provides scientific and technological leadership to the people of the world. We seek to improve the quality of life by developing intellectually curious and socially conscious minds, creating collaborative solutions to societal problems, and promoting an inclusive and innovative community of service for the common good.   

Values

In pursuing our vision and mission, members of the University of Michigan College of Engineering community will value:

True to being “Leaders and Best,” we do not settle. We forge paths that inspire others, and push relentlessly for quality and preeminence in all we do.

“We’ve always done it this way” is never how we do it. We seek to improve the quality of life. Bold thinking and non-traditional action are among the tools we rely on to solve problems and create opportunities.

The best mix of talent achieves the greatest outcomes. People with different skills, backgrounds, identities and perspectives are necessary for us to realize our vision. Opportunities are created for all, and where barriers exist, we close the gaps. Every member of our community gets to be heard, should be involved and must be empowered to achieve to their full potential. We serve the common good.

Camaraderie is a strength. When we disagree, we remain civil. We succeed in facing complex challenges by working together — across the lab, classroom or globe. Teamwork is fundamental to how we operate. We cannot fulfill our potential unless we are combining our strengths. Our individual abilities are joined to accomplish a united vision and mission.

A consistent respect for truth breeds good, lasting relationships. We depend on open and honest sharing of data, facts and individual perspectives. In difficult situations, where discretion is required or conversations are sensitive, we acknowledge the limits of what can be shared. Trust must be preserved.

IDENTIFYING AREAS OF IMPACT

We undertook a gap analysis, which helped us identify areas of emphasis. Our leadership team – composed of deans, department chairs, staff directors and influential faculty from across the College, and incorporating input from industry partners, alumni, members of our Leadership Advisory Board, and other thought leaders – used this information to develop our “strategic pillars.”

Pillars of Excellence

Our focus on these three areas are essential to organizing our work to be forward-thinking and effective in our service to society.

Research

Taking on the world’s biggest, most pressing problems through collaborative and innovative research.

Education

Educating the best engineers, who are capable of leading in a diverse, global community.

Culture

Foster a community based on our core values and rewards creativity and daring.

Strategic Vision
Timeline

Aug 2016

Leadership Retreat

A vision for the future – moving from great to best 

Sept 2016

Retreat Follow-Up

Progress report and action items for those involved  

Oct 2016

Public Announcement

Vision, Mission, Values

Jan 2017

Launch Strategic Vision and Toolkit

Creating a common language for a common vision  

April 2017

Physical Displays

Vision, mission and values hung in all leadership offices

May 2017

Pillar Groups

Small team discussions – focusing in on potential pillars

June 2017

Leadership Retreat

Discussing implementation – Culture, Education, Research

Aug 2017

Retreat Follow-up

Daring ideas and pillar decisions  

Sept 2017

Dean Discussions

Launch conversations with faculty over meals

Nov 2017

Launching Pillars

Announcement about new pillars, implementation plans

Jan 2018

Dean Discussions

First staff breakfast conversation

Feb 2018

Implementation Check-ins

Quarterly progress meetings begin

Mar 2018

Culture Pillar Implementation

Beginning of publicly launching programs

June 2018

Leadership Retreat

Managing pitfalls and maintaining momentum  

Aug 2018

Research Pillar Implementation

Beginning of publicly launching programs

Jan 2019

Education Pillar Implementation

Beginning of publicly launching programs

Jun 2019

Leadership Retreat

Reflection on progress and exploring the future

Nov 2019

Dean Discussions:

First student conversation over meals