A Catalyst

for Change
Academic Plan
2019–2024

Rotman School of Management

105 St. George Street
Toronto, Ontario, Canada M5S 3E6
t 416.978.5703 rotman.utoronto.ca
Contents
Visitors to Rotman often comment on the
A message from the Dean 3
Our purpose, values and promise 7 special energy that animates our school:
Rotman's Academic Plan 10 students launching and advancing their
1. Advance the frontiers of management thinking 12
2. Deliver transformational management education 14
careers; researchers sharing breakthrough
3. Take insight to impact 18 insights; and respected thinkers and
4. Harness the power of community 20 business leaders exchanging views with
How we'll measure progress 23
How we'll put our plan into action 24 the wider community.
But there's also something more.
A sense of momentum. Growing impact.
And above all, transformation.
At Rotman, extraordinary people come
together to rethink assumptions. Reinvent
models. Redefine expectations. Redesign
organizations. And reimagine business.
It’s a place where change happens. And
it’s a place where everything we do today
is aimed at shaping a better tomorrow.
That means we must be constantly looking
forward. It also means we need a map of
our future — one that identifies the goals
and supporting priorities by which Rotman
will continue to grow, evolve, inspire and
be a catalyst for change.
This is our Academic Plan.
 A message
from the Dean

In 2015, the Rotman School launched

Vision 2020: Raising Our Impact, which
set out our aspirations and priorities in
pursuit of clearly defined strategic goals.
It underlined the premium we place
on student and program excellence, on
engaging Rotman alumni worldwide,
and on bold new thinking to address the
most pressing issues of our time.

A plan for the future

Vision 2020 identified three imperatives and enhanced content at the

for Canada and the world where intersection of strategy and rapidly
Rotman can play a leadership role: evolving technology.
• Foster a culture of entrepreneurship We’ve introduced or renewed
and innovation. five graduate programs, diversifying
• Develop a global mindset. our offering and adding depth
• Provide leadership in financial in areas of focus where Rotman
management and good governance. can lead: risk management,
professional accounting, data
With 2020 now just around the
and management analytics,
corner, I’m pleased to report that
global business perspectives, and
we’ve implemented and in fact
healthcare and life sciences.
surpassed most of the plans mapped
out in Vision 2020. In all of our programs, we’ve increased
the emphasis on experiential learning
We’ve refreshed our curriculum
and personal development.
across all programs to provide greater
flexibility and choice for students. At the same time, we’ve sustained
We’ve also invested further in the Rotman’s world-class strength in
development of professional skills research, and we’ve increased the

6 Rotman Academic Plan 2019—2024 A Catalyst for Change 7

 impact of our thought leadership and the broader community through
A Catalyst through large investments in public events, thought leadership and
This plan doubles down on Rotman as together in a spirit of inclusion and
a force for positive change, committing collaboration, that’s when we can
for Change our institutes, centres and labs. lifelong learning. to four key goals: all do our very best work. And when
is our plan The results have been impressive. To our students, faculty and we’re part of something that’s greater
to be at the Our school and indeed the entire staff, and to our many partners than the sum of our individual talents,
1 Advance the frontiers
centre of Rotman community are thriving. and supporters, thank you — and of management thinking
that’s when ideas take flight, and the
the issues There is strong demand across congratulations. Together, we’ve impossible becomes possible.
that matter, all of our programs, which enables deepened the impact of the Rotman 2 Deliver transformational As we work together to realize
combining us to be more selective in the
candidates we admit, while increasing
School in Toronto, across Canada
and around the world.
management education Rotman’s ambition, my role as Dean
authoritative diversity and improving gender 3 Take insight to impact
is to nurture the School’s values and
reinforce our culture. Projects and
information balance. We’ve also strengthened initiatives will come and go, but
with insight, our placement rate, with at least
With Vision 2020 implemented,
4 Harness the power if I had to place one hope above all
and instilling 85% of our full-time MBA students
it’s time to chart the next leap
of community others, it’s that we can learn to
current and securing relevant employment
within three months of graduation.
forward for the Rotman School and live our values more fully — today,
tomorrow and into the future.
future leaders We maintain close links to the
all who play a part in its success. The following pages outline the
with the marketplace and work with employers
That’s the impetus behind A Catalyst various strategic priorities we will It’s a privilege to serve as Dean of
for Change: Rotman’s Academic
knowledge to ensure our programs meet
Plan 2019–2024.
pursue to achieve those goals. But at this widely admired centre of teaching,
its core, this Academic Plan reflects a learning and innovation, and I’m
and skills current needs while setting the talent
higher purpose: Rotman’s dedication grateful for the support of the Rotman
to turn insight standards of the future. This new plan reinforces our school’s
ambition to be a driver of economic to combining the fundamentals of community and the University of
into impact. Rotman’s faculty recruitment is
and social change. We’re here to management with new thinking and Toronto as I embark on a second five-
similarly strong, and we’ve been evidence-based analysis to create year term. I couldn’t be more excited
connect with the diverse thinkers
particularly successful in hiring value for business and society. about the opportunities ahead.
and innovative ideas that are
highly regarded women scholars in
redefining business, and to provide This is about building the kinds of I hope you’ll join us in pursuing
a wide range of fields. Our centres,
valuable insights on how to address organizations we want to work in our commitment to being a catalyst
institutes and labs have attracted
the challenges ahead. and the cities we want to live in. It’s for change.
partnerships and support from
across the business and public Rotman is defined by dynamism about creating products, services and
policy communities. Our dedicated and drive, and fuelled by a constant businesses that will serve humanity
administrative staff guide students desire to be better. A Catalyst for better and raise standards of living.
along the journey from admissions Change is our plan to be at the centre And it’s about working with the
through career counselling and of the issues that matter, combining business, scientific, academic and
job search, while also facilitating authoritative information with insight, government communities to increase
research initiatives and managing and instilling current and future prosperity, enhance equality and
Tiff Macklem
advancement, communications leaders with the knowledge and skills achieve sustainability.
Dean
and other critical functions. We’ve to turn insight into impact. What really This higher purpose is embedded in Rotman School of Management
restructured and expanded our sets us apart is that we put learning Rotman’s culture and rooted in our
executive education programs to and research into action. We have the values, which celebrate excellence,
better meet the needs of business confidence to innovate, to share new diversity, integrity and respect.
leaders. And lastly, we’ve deepened ideas and make them better, and to When talented people with different
our engagement with Rotman alumni actively put them to the test. backgrounds and experience come

8 Rotman Academic Plan 2019—2024 A Catalyst for Change 9

 Our purpose

To create
value for business
and society

Our values

Excellence
Diversity
Integrity
Respect

Our promise

Here’s
where it
changes.

10 Rotman Academic Plan 2019—2024 A Catalyst for Change 11

The pillars
of our promise

Four dimensions. One vision.

1 2 The interplay among these four pillars, and the resulting

collision and cross-pollination of ideas, spark breakthrough
thinking. In an environment infused with the drive to make
Insights that cut Deeper learning
through the noise Students at every career stage come here to things better, we encourage our students, faculty and
gain the knowledge, agility and confidence
From the interdependence of innovation and
demanded by a world of accelerating change. staff to apply alternative lenses, to test the rules and to shake
trade to the impact of gender inequality in the
workplace, Rotman researchers are expanding Learning at Rotman goes deeper, pursuing things up, buoyed by a sense of creative ferment that
the frontiers of business knowledge. We’re a model-based problem-solving approach
not swept up in the latest fads; we ground that shapes effective decision makers. It nurtures innovation. Rotman is here to help talented people
fresh thinking in time-tested management goes beyond knowledge to specialized skills
developed through experiential learning. And
create ignition points of learning, research and public
fundamentals, gaining interdisciplinary insights
that travel from our campus to C-suites and it goes deeper still into personal development, engagement — those critical moments of convergence and
as we help students fulfill their potential as
boardrooms around the globe. Research is
leaders, entrepreneurs and agents of change. inflection where change begins.
our jet fuel, igniting new ways of addressing
business and societal problems, and giving our Our graduates go on to make their marks
students a distinctive edge as they advance in in well-established companies, innovative To everyone at Rotman and in the broader Rotman
startups, not-for-profits and the public sector.
their careers.
It’s a transformative experience. community, we make a clear commitment: Rotman will
remain at the centre of things, connected to the
diverse thinkers and original insights that are redefining

3 4 business, organizations and society.

 e will work across our programs and management
W
Engaged on the In a powerful place disciplines, with our U of T colleagues and with our
most pressing issues Rotman’s location and connections are huge
partners around the globe, to ensure that Rotman remains
How will machine learning affect the future of assets. We’re part of the University of Toronto,
work? Can behavioural science help people a global centre of research and teaching at the forefront of management education. We will
make better decisions about saving money? excellence with leading scholars and programs
How can we harness the rewards of market in engineering, arts, science, law, medicine inspire creative leaders who recognize opportunity and
and more. Our school is at the heart of one
disruption while managing the risks? How can
of the world’s most dynamic, culturally diverse
have the knowledge and skills to seize it.
we improve accessibility to healthcare? These
are the kinds of questions that Rotman scholars cities. We’re plugged into Canada’s commercial
ask, sparking conversations with a broad and financial hub, which creates vital connections We will encourage everyone in the Rotman community
and opportunities. And we benefit from
community of stakeholders. We channel the
being in a prosperous and inclusive country
to be more curious, more inventive and more courageous,
creative energy from our teaching and research
into collaborations with business, government that embraces the many dimensions of so that together we can face any important challenge
diversity and is open to the world through
and not-for-profits to confront the critical
challenges facing business and society. trade, investment and immigration. and say: “Here’s where it began — here’s how it connects
— and here’s where it changes.”
To ensure that promise turns into action, we’ve mapped
out a detailed plan for the next five years.

12 Rotman Academic Plan 2019—2024 A Catalyst for Change 13

Rotman’s
Academic Plan

A Catalyst for Change charts the next leap forward Our first three goals focus on Rotman’s distinct avenues
for Rotman. It celebrates our belief in the transformative of activity: innovative research, transformational teaching
power of learning and thought leadership. And it and learning, and dynamic engagement with academic
amplifies our commitment to building the knowledge, colleagues, business leaders and policymakers. Of course,
skills and confidence that turn insights into impact these three avenues overlap in myriad ways, informing and
and learning into action. interacting with one another. What ultimately binds them
together is our fourth goal: to harness and leverage the
To make our ambition a reality, we’ve identified four
global community of stakeholders who benefit from the
key goals for 2019–2024, consciously aligning them
knowledge and ideas Rotman provides — and who in turn
with the four pillars of our promise.
share valuable perspectives and experience that give our
collective efforts added impact.

The pillars of our promise Our five-year goals How we developed this plan

Advance

1 1
In 2016, we began in-depth consultations Based on all of this input, we refined Rotman’s
Insights the frontiers across the Rotman community, seeking insights promise, identifying its four key pillars (see
that cut through of management
that we knew would be critical to articulating page 8). At a series of town hall meetings
our promise. We conducted surveys, as well beginning in the fall of 2017, we invited ideas
the noise thinking as selective interviews and focus groups, with from students and staff on how to bring our
faculty, staff, incoming students, recent and promise to life. We also conducted focus
mid-career alumni, employers and opinion groups with employers and participants in
leaders. We also sought the views of potential our Executive Programs and events. And we
Deliver

2 2
students and faculty who had chosen not to benchmarked several of our programs against
Deeper transformational come to Rotman. those of comparable business schools.
learning management We supported our initial findings with The Academic Plan has also benefited from
education quantitative research, analyzing 2,700 two recent external reviews of the Rotman
responses from Rotman students (graduate and School: one by the Association to Advance
undergraduate), faculty, staff, alumni, donors, Collegiate Schools of Business, and the other
employers and other members of the business commissioned by U of T’s Vice-President and

3 3
Engaged on community — including subscribers to Rotman Provost under the University of Toronto Quality
the most Take insight Management magazine and attendees at our Assurance Process. Lastly, the Academic Plan
pressing issues to impact public events. We also surveyed prospective was sharpened through mid-2019 by feedback
candidates for two graduate programs on how from students, faculty and staff.
they viewed our school.
All of this input has been invaluable as we’ve
developed A Catalyst for Change.

4 4
In a Harness
powerful the power of
place community

14 Rotman Academic Plan 2019—2024 A Catalyst for Change 15

 1
How we’re already advancing this goal
Advance

897
the frontiers
of management
thinking

We will Research leadership has long been a hallmark of the

maintain Rotman School and the University of Toronto, and we’re
Rotman’s proud of our record of scholarship. By combining bold
place among thinking with sound theoretical frameworks and empirical
the global rigour, we deliver insights that cut through the noise. Rotman faculty members published 897 articles in peer-
leaders in reviewed journals — and averaged 7th place for research
in the Financial Times Global MBA Ranking — over the
management five-year period ending in 2019.
research by
aiming high
and fostering
We will do this by:
excellence
in a vibrant
and inclusive
• Fostering a well-resourced, collaborative
and stimulating research community at
• Focusing our PhD program on preparing
candidates for future success as globally Exceptional Five
community Rotman that empowers our faculty to create recognized scholars and inspiring teachers Rotman faculty new
of inquiry.
and publish cutting-edge academic work
on important management issues.
at the world’s top-ranked universities.
Working with all three University of Toronto
members chairs
campuses, we will select exceptional PhD regularly earn top research awards in business and social were established at Rotman during the 2018–2019
• Promoting an inclusive and dynamic
candidates and build links across disciplines science. They include Canada Research Chairs, U of T academic year alone. These donor-funded appointments
research environment by enhancing the
to foster student excellence. University and Distinguished Professors, and winners of have enabled us to attract and support leading
diversity of our faculty and ensuring that
research support is provided equitably • Developing research partnerships with the Killam Prize, the National Business Book Award, Bank scholars in areas such as finance; artificial intelligence
and transparently. other divisions of the University of Toronto, of Canada Fellowship and Governor’s Awards, and other and healthcare; and entrepreneurship and innovation.
other leading universities, and partners in prestigious national and international awards.
• Encouraging, recognizing and celebrating
industry and government, bringing important
Rotman faculty members’ thought leadership,
research questions, insights, data and
and supporting them as they take on
resources to bear on management issues.
leadership roles with academic societies
and editorial positions with top journals.

$
76m
Rotman
PhD
graduates
Total funding from external sources — including are pursuing academic careers at top-ranked global
donations, grants and sponsorships — attracted by business schools, including London Business School,
Rotman’s research centres, labs and institutes, which Sloan (MIT), Stern (NYU), Kellogg (Northwestern),
work with corporate, academic and government Judge (Cambridge), McCombs (Texas/Austin), Goizueta
partners to translate valuable knowledge and activate (Emory), Desautels (McGill), Singapore Management
groundbreaking insights in business and society. University and the University of New South Wales.

16 Rotman Academic Plan 2019—2024 A Catalyst for Change 17

 2
How we’re already advancing this goal
Deliver

2,794
transformational
management
education

We will expand Building on the Rotman School’s foundation of rigorous

and deepen analytical training, we’re placing greater emphasis on
the learning experiential learning and personal development. The result
opportunities is a transformational education experience that yields the
we offer Rotman skills, behaviours and vital professional networks for success.
students, The total number of Rotman Commerce graduates
and support in the five academic years through 2019. Of the 2018
graduating class, 90% had secured employment within
them with new a year of completing their undergraduate degrees.
and enhanced
learning
We will do this by:
environments.
• Fostering excellence and a superior student
experience across all programs.
with applications in finance, marketing,
operations, human resources, accounting Rotman’s The Sandra Rotman
6 Recruiting top-calibre students, in terms
and beyond — supported by the Creative Self-Development Centre for
of academic achievements, personal
Destruction Lab, FinHub and the TD
Management Data and Analytics Lab.
Lab Health Sector Strategy
and professional accomplishments,
and diversity. 6 Fostering a culture of entrepreneurship uses feedback-based learning activities to develop has had significant impact since its founding
across Rotman, weaving a greater emphasis students’ communication and interpersonal skills, helping in 2004, helping more than 4,200 health system
6 Reinforcing Rotman’s commitment to
on innovation into key programs and them become more effective collaborators, decision leaders strengthen their leadership capabilities
teaching excellence, combining insights
aligning our efforts with similar initiatives makers and leaders. Available in all graduate programs, and business expertise. Leadership courses are
from research and professional practice.
across the University of Toronto. Ongoing the lab had nearly 1,000 participants in 2018–2019. delivered through Rotman Executive Programs.
6 Bringing more leading-edge thinking into and future activities include fostering
all of our learning environments, exposing science-based ventures in the Creative
students to concepts and insights that Destruction Lab; connecting design
are not yet in their textbooks — but will be. thinking to business building at Rotman
6 Investing in student life activities DesignWorks; and introducing new
to help build community — including initiatives to support Rotman students in
personal development programs, launching and scaling their own ventures.
Rotman-focused events and clubs,
• Personalizing the development of
and alumni engagement.
professional and leadership skills.
6 Enhancing advisory and career services
to provide more personalized, proactive 6 Ensuring Rotman students graduate
and holistic support to undergraduate with the strong communication
and graduate students. and team-building skills required of
organizational leaders — leveraging
Business The BMO
6 Expanding and diversifying our pool
the Self-Development Lab and other Design Financial Research
of prospective employers around
the world, supporting better career
leadership development opportunities. Initiative and Trading Lab
outcomes for our graduates. 6 Improving Rotman Commerce students’
written communication, presentation offers workshops, sprints and other experiential develops innovative simulation-based teaching
• Preparing students for a technology-driven, and interpersonal skills through learning opportunities focused on human-centred and curricula. The lab’s market simulator, Rotman
innovation-focused economy. integrated content developed with design and business innovation. Students Interactive Trader, and its associated decision
the Centre for Professional Skills. can also participate in sponsored projects; recent cases are leased by more than 50 universities around
6 Integrating data analytics into all
examples include Designing Hi-Performance the world for teaching and research, as well as by
our degree programs.
Cultures (Scotiabank), Redesigning Life Insurance leading companies for training programs.
6 Introducing courses in artificial for Millennials (TD Insurance) and Rethinking Digital
intelligence (AI), machine learning Security and Privacy for Families (Telus).
blockchain and other new technologies,

18 Rotman Academic Plan 2019—2024 A Catalyst for Change 19

How we’re already advancing this goal

2,662
The total number of Rotman MBA graduates in the five
academic years through 2019 — a cohort of future leaders
spanning our full-time, morning and evening programs, as
well as the Executive MBA and the Global Executive MBA.
• Expanding opportunities for experiential
and applied learning, as well as international
exposure.
6 Integrating more real-business problem-
solving into all programs.
6 Strengthening and expanding
Rotman’s industry partnerships to
add depth and breadth to current
project and internship options.
6 Expanding talent development
opportunities such as case competitions,
datathons, hackathons and trading
competitions.
6 Seeking opportunities to extend teaching
strategies and new content from our
focused programs portfolio to our flagship
MBA and undergraduate Rotman
Commerce programs.
6 Investing in the infrastructure required to
support further growth in our focused and
global programs — a key differentiator for
Rotman as an innovation catalyst.
• Leveraging digital technology both to
maximize the impact of on-campus learning
and to expand Rotman’s global footprint.
6 Supporting faculty members in
6 Extending opportunities across all Rotman designing and implementing effective
programs to gain international experience digital learning experiences.
and develop a global mindset, including 6 Increasing the proportion of personalized,
helping Rotman Commerce students
Rotman The Rotman- take full advantage of the University of
self-paced digital learning for all programs
— particularly those aimed at working
FinHub SDA Bocconi Global Toronto’s Summer Abroad program and
longer-term exchanges with universities
professionals.

offers learning opportunities focused on financial Executive MBA worldwide, as well as study tours, career
6 Building a body of globally relevant online
content and learning experiences to reach
innovation, including workshops on topics such as treks, conferences, and other work and
launched in 2019, combines the best of management a wider audience and attract potential
machine learning and blockchain, which are transforming study options abroad; creating more
education from Rotman and one of Europe’s leading students, including executives pursuing
financial services. FinHub is also a centre of scholarship opportunities for full-time and morning/
business schools. The program cultivates a global professional development.
and research, and a meeting place where students evening MBA students to participate in
mindset, with on-site studies in seven cities on four
participate in industry projects. international exchanges, study tours and • Enhancing and expanding Rotman’s spaces
continents — plus a flexible digital platform connecting
consulting projects; and increasing for teaching, learning and research.
students from around the world.
international networking opportunities in
6 Refining and augmenting our existing
programs such as the Global Executive
facilities to ensure students have access
MBA for Healthcare and the Life Sciences
to the most up-to-date technologies and
(GEMBA–HLS) and the Rotman-SDA
learning support.
Bocconi Global Executive MBA.
6 Constructing a new building designed
• Enhancing and scaling Rotman’s focused to serve the unique needs of the Rotman
and global management programs. Commerce undergraduate program.
6 Strengthening innovative offerings such 6 Building a new executive education
as the Master of Finance (MFin), the centre to provide a sophisticated learning
Master of Management Analytics (MMA), environment for professionals at all stages
the Master of Financial Risk Management of their careers.
Experiential The TD (MFRM) and the GEMBA–HLS. We will 6 Ensuring critical expansion space for
learning Management Data potentially scale or add streams or
programs where they complement our
our growing research centres, as well as
opportunities and Analytics Lab existing offering, address an emerging
work and collaboration spaces for key
administrative functions.
or underserved need in the marketplace
for Rotman MBA students include global consulting is a resource hub for teaching and research in and reinforce Rotman’s leadership in
projects, applying what they’ve learned in assignments data science and artificial intelligence. The lab helps management education.
abroad; OnBoard, an eight-month fellowship on strategic Rotman students, faculty and industry partners
governance, working with a non-profit board of directors; manage big data applications and gain valuable
and CityLab, tackling urban challenges by helping stimulate insights using advanced analytical tools.
social and economic activity at the neighbourhood level.

20 Rotman Academic Plan 2019—2024 A Catalyst for Change 21

 3
How we’re already advancing this goal
Take insight

$
45m
to impact

We will We measure Rotman’s success by the many dimensions of our

leverage impact. Through innovative research and thought leadership,
Rotman’s we help to shape broader public conversations and address
teaching major challenges facing business, government and society.
and research And through our students and alumni — undergraduate, Total value of the Rotman Catalyst Fund,
through public graduate and executive — we chart promising new directions a unique venture fund for bold new initiatives
in management education and research.
engagement, for organizations and communities.
collaborating
with our
stakeholders
We will do this by:
to find creative
solutions
to pressing
• Extending the reach and impact of our
research through published content
• Strengthening our Executive Programs'
offering, with increased emphasis on The Institute Behavioural
business, (print and online) aimed at non-academic engaging Rotman’s full-time faculty and for Gender and the Economics in Action
economic
audiences; translational pieces in Rotman
Management magazine and other leading
research centres — which in turn will provide
access to unique expertise and networks.
Economy (GATE) at Rotman (BEAR)
and social outlets; op-ed articles; media appearances;
and contributions to government studies
6 Focusing on enduring management promotes understanding of gender inequalities combines research insights with a rapid-iteration
in the business community and investigates practical methodology. BEAR’s insights are informing
challenges. and task forces.
challenges, such as growing leadership
depth and managing change, and offering and powerful remedies. Conducting and funding Canadian and U.S. government policies, providing
• Increasing the impact of Rotman’s research fresh perspectives through an interactive rigorous scholarly research, GATE shares insights new behavioural approaches to business and social
centres, labs and institutes by broadening and personalized learning experience. with industry and government partners, fostering challenges, and redesigning processes — such as
faculty engagement, attracting more top- collaboration on meaningful solutions. licence plate renewals and organ donor registration
6 Integrating new insights from Rotman’s
calibre students and increasing the number — that affect millions of people.
centres, labs and institutes — in
of corporate and government partners that areas such as artificial intelligence (AI),
support these initiatives. business design, and diversity and inclusion
• Providing more ways for Rotman students — to create unique topical courses.
to apply what they’ve learned — and 6 Leveraging digital technologies in the
create tangible impact — in consulting, delivery of executive education, creating
management, governance and more time for interactive learning in the
entrepreneurial opportunities. classroom while broadening the global
reach of our Executive Programs.

The Creative A research

Destruction Lab partnership
had helped launch science-focused ventures with in China
a total equity value of $4.2 billion by June 2019. between Rotman and Peking University’s
The lab welcomes more than 100 students each Guanghua School of Management was established
year from a variety of Rotman programs, offering in 2018 to further our understanding of China’s
them unique entrepreneurial experience at the capital markets and contribute to higher-quality
cutting edge of technology. financial reporting and transparency.

22 Rotman Academic Plan 2019—2024 A Catalyst for Change 23

 4
How we’re already advancing this goal

Harness

20‚000 +
the power of
community

We will The Rotman community is both local and global. It’s students
connect and alumni. Faculty and staff. Thinkers and researchers.
and grow Partners and employers. Donors and supporters. Leaders
our global and innovators in industry, government and the not-for-profit The 118 public events Rotman hosted in 2018–2019
community sector. It’s people of diverse backgrounds, cultures and attracted more than 20,000 registrations. Our events
to bring added beliefs, with wide-ranging experience, talents and aspirations. bring together a wide range of stakeholders, including
business leaders, policymakers and the general public,
perspective, as we share research insights and innovative thinking
support on business, economic and social issues.

and meaning
to what we
We will do this by:
do — and
to further
accelerate
• Deepening alumni engagement — with
our school and with each other.
6 Promoting lifelong learning across the
Rotman community, encouraging all
We received Rotman’s Equity,
Rotman’s 6 Enhancing alumni programs to meet
stakeholders to stay connected to our more than Diversity and Inclusion
impact. the needs of Rotman graduates through
school as a source of continued career
momentum and personal growth.
$94.5 million Committee
every stage of their careers.
6 Nurturing financial support, inviting in donations from the Rotman community between formed in 2015, brings a stronger equity lens to
6 Encouraging more Rotman alumni
donors to direct their generosity toward 2014 and 2019. Donors directed their generous our school as we build a more diverse and inclusive
who’ve achieved success to share
critical areas of impact: scholarships; gifts toward research centres, institutes and labs; community. We’ve implemented many of its
their perspectives as guest speakers
student experience; innovative research; chairs and professorships; student support; and the recommendations, including the recent creation
or expert panellists.
and initiatives at the intersection of Dean’s Strategic Fund. of an ED&I Director position with the resources
6 Inspiring more alumni to participate academia, business and public policy. to further accelerate progress.
in volunteer initiatives such as mentorship
programs, helping current students • Growing Rotman’s impact as the destination
and recent graduates achieve their career in the GTA for gaining valuable insights
aspirations. — through events, forums and conferences
— on current management issues in business,
6 Enriching the functionality, content
economics, technology, science and health.
and relationship-building dimensions
of Rotman Connect, our virtual platform • Expanding the role of Rotman Executive
for alumni. Programs (see page 18) as a trusted
source of learning and insights for the
• Strengthening the value and impact of
business, public and not-for-profit sectors
Rotman’s global network.
— extending our reach and impact by
6 Broadening and deepening our
relationships with corporate partners,
helping to advance careers, deepen the The Judy Our U of T
academic allies and other friends of
national talent pool and connect Canada’s
business community to the world. Project partnerships
Rotman by disseminating innovative
is a unique forum for women advancing into senior include Rotman Commerce, delivered jointly with the
research and thought leadership.
executive roles. Highly experiential, it blends the expertise Faculty of Arts and Sciences; combinations of the MBA
of Rotman faculty and distinguished participating CEOs, with degrees from the faculties of Law, Engineering and
and provides long-term support via personal advisory Pharmacy, and the Munk School of Global Affairs and
boards. Launched in 2003, the Judy Project trained more Public Policy; and the Master in Financial Economics, in
than 400 women leaders in its first 17 years. association with the Department of Economics.

24 Rotman Academic Plan 2019—2024 A Catalyst for Change 25

How we’ll
measure progress

1 2
Advance Deliver
the frontiers transformational
of management management
thinking education
Publications and citations: total and per Rankings: sustain Rotman’s position
capita publications in leading academic as the leader in Canada, and strengthen
journals; recognition among the global top 10 our global rankings.
in the Financial Times research rankings.
Academic excellence: consistently
Funding: total value of grants; success strong student ratings of their learning
in securing grants from major Canadian experience across all programs.
federal agencies.
Diversity: attract outstanding and
Faculty: success in continuing to attract and diverse students from across Canada
retain diverse, talented faculty. and around the world.
PhD success: placement of Rotman graduates Career paths: placement rates of Rotman
at top-tier global universities. graduates in their fields of choice.
Learning beyond the classroom:
number of experiential, applied and
international learning opportunities for
students across all programs.

3 4
Take Harness
insight to the power of
impact community
Publications and media: translation of faculty Alumni engagement: percentage of
research and expertise to reach a broad graduates engaged with Rotman annually.
audience; coverage of Rotman research,
Donor generosity: philanthropic support
activities and events in the media.
from alumni, friends of the Rotman School
Industry sponsors: volume of corporate and corporate partners.
engagement and sponsorship activities with
Events: number of Rotman-hosted events
Rotman’s centres, labs and institutes.
that cement our role as a leading destination
Executive Programs: increased Canadian and for management insights.
international participation in a growing array of
market-leading business education programs.

A Catalyst for Change 27

How we’ll
put our plan
into action

A Catalyst for Change maps out clear,

concrete goals for the next five years and
beyond. Everyone at Rotman and in our
broader community of stakeholders can
play a role in achieving them.

Our commitment — and how you can help

We will strengthen Rotman’s global

research leadership on management and
Learn with us. As a Rotman Commerce
undergraduate. In one of our graduate
Whatever role
related social and economic issues. degree programs. Through our Executive suits you best
We will expand and enhance the
Programs, or the Initiative for Women in within the
learning experiences we offer students
Business, or the Business Edge program dynamic Rotman
for internationally educated professionals.
at every career stage.
Or by gaining timely, thought-provoking
community,
We will share insights from our insights from our speaker series and we invite you
teaching and research through public Rotman Management magazine. to tap into the
engagement, collaborating on important
challenges facing business and society. Engage with us. Talk to our Career
innovative
Centre about recruiting Rotman thinking and
And we will grow and deepen connections
within the global community of
graduates, or offering our students creative energy
stakeholders who accelerate our impact.
internships. Become an alumni mentor.
Attend one of our many public events
that defines
Each year we will develop operational — or ask about being a speaker, panellist our school
plans detailing specific annual goals or partner. Talk to us about potentially — while helping
aligned with the overall Academic Plan. teaching at Rotman, or joining our to advance our
administrative team. Consider how you
Realizing the full potential of A Catalyst
can materially support a dimension of
transformative
for Change will take great ideas, inspired
execution and the collective commitment
Rotman that’s meaningful to you. agenda as a
of Rotman’s faculty and staff, our students global leader
and alumni, our donors and supporters,
Collaborate with us. Connect with our
research centres, institutes, labs and
in management
our colleagues across the University
individual scholars whose cutting-edge education
of Toronto, and our diverse business
and academic partners in Canada and
work is relevant to your business. Propose and research.
around the globe.
a research or academic partnership.
Bring us a problem that Rotman students
Together, we
There are many ways our stakeholders can tackle as an MBA capstone project, can be a catalyst
can help us put this ambitious plan or an analytics or risk management for change.
into action: assignment. Work with our experts to
create a custom Executive Program
tailored to your organization’s needs.

28 Rotman Academic Plan 2019—2024

A Catalyst
for Change
2019–2024 Academic Plan at a Glance

Our purpose Our values

To create Excellence
value for business Diversity
and society Integrity
Respect

The pillars of our promise Our five-year goals

Advance

1 1
Insights
that cut through the frontiers
the noise of management
thinking

Deliver

2 Deeper
learning 2 transformational
management
education

3 3
Engaged on Take insight
the most to impact
pressing issues

4 4
In a Harness
powerful the power of
place community