In This Section
Top 5 in 5 Q3 2026 Progress Report
Dear Smeal community,
On January 1, we launched Smeal's most ambitious strategic plan to date: . Our goal is clear: to position Smeal among the top five public business schools by 2030.
Nine months in, execution is accelerating — and the results are beginning to show.
Every unit now owns a piece of the plan.
Each department and center has an action plan with clear owners, timelines, and measures.
The plan is increasingly shaping how we make decisions, set priorities, and measure results.
Our momentum is visible.
Smeal rose from 15th to 13th among public business schools in the latest U.S. News undergraduate rankings.
We welcomed the largest first-year class in the college's history.
We opened the renovated Professional Graduate Programs wing.
Employers filled our fall career events to capacity.
Our alumni are investing in what comes next.
Alumnus Ken Kulju made a $3 million estate commitment to establish a new professorship in finance. It's a lasting investment in the faculty who build our reputation.
Top 5 in 5 was never meant to be a document on a shelf. It's becoming the way we work.
Thank you to everyone carrying this work forward. I look forward to sharing what comes next.
Warm regards,
Corey C. Phelps
John and Karen Arnold Dean
Smeal College of Business
Current Progress
10%
Priority A
Enrich the Student Experience
12%
Priority B
Transform Teaching & Learning
8%
Priority C
Advance Research Excellence
13%
Priority D
Accommodate Organizational Growth
9%
Priority E
Drive External Engagement & Philanthropy
Priority A: Enrich the Student Experience by Expanding and Enhancing Career Services, Experiential Learning, and Support Services
Prepare students to thrive in their professional endeavors through expansion of career development resources and employer partnerships.
Expanded employer engagement through the fall Smeal Networking Expo and three-day Business Career Fair, with all four events reaching capacity for the first time.
Continued strengthening employer-connected career programming across Smeal centers, with the Center Directors Council identifying opportunities to coordinate employer events and career pathways across seven centers.
Strengthen career readiness by expanding access to high-impact experiential learning opportunities across all disciplines.
Advanced implementation of the college-wide experiential learning initiative by incorporating Professional Graduate Programs Career Services activities into strategic-plan tracking and clarifying center-level responsibility for experiential learning progress.
Finalized creation of new position: Director of Office for Excellence in Experiential Learning.
Integrated experiential learning into unit-level strategic planning, with departments beginning to define discipline-specific projects, outcomes, owners, timelines, and measures aligned with the college's expectation that every major, graduate program, and center offer a signature experiential learning opportunity.
Enhance student wellbeing and belonging through coordinated academic, social, and mental health support services.
Continued development of targeted student engagement, academic support, mentoring, leadership, and career-development initiatives designed to support students from admission through employment through Diversity Enhancement Programs' unit implementation planning.
Priority B: Transform Teaching and Learning Through Innovative Curricula, New Program Development, and Innovative Pedagogy
Advance curricular quality, rigor, and relevance through continuous program evaluation and industry partner input.
Moved curricular modernization from college-level planning into departmental implementation, with academic departments developing specific action plans, KPIs, owners, timelines, resource requirements, and risks aligned with curricular modernization, learning outcomes, and experiential learning priorities.
Advanced plans to integrate artificial intelligence into Supply Chain and Information Systems curricula, including proposed AI-focused courses and incorporation of AI technologies into existing coursework.
Address unmet learner and employer demand by launching new programs.
Continued development of new program opportunities identified through unit-level strategic planning, including development of a proposed Business of Sports major.
Foster teaching excellence and innovation by implementing faculty incentives and incorporating high-touch and technology-enhanced practices.
Advanced planning for upgraded hybrid and remote-synchronous instruction through implementation of four teaching studios in the renovated Professional Graduate Programs wing and conversion of existing studios to a new platform for Fall 2026.
Continued exploration of AI-enabled teaching practices, including faculty sharing of AI-supported classroom resources designed to build students' AI workplace readiness.
Increased BoodleBox AI platform licenses by 150% to accommodate greater student access.
Priority C: Advance Research Excellence and Ph.D. Program Distinction by Investing in Talent, Infrastructure, and Marketing
Expand Smeal’s scholarly impact by recruiting, retaining, and supporting exceptional faculty.
Secured a $3 million estate commitment to establish the Ken Kulju Professorship in Finance, along with $250,000 over five years to activate the professorship early and enable appointment of its inaugural holder.
Strengthen Smeal’s research enterprise and collaborative culture by investing in centers, technology, and infrastructure.
Operationalized the Center Directors Council, bringing eight Smeal centers together to identify areas for collaboration and coordination across corporate engagement, employer events and career pathways, experiential learning, AI, research support, Pennsylvania business engagement, and marketing and visibility.
Began shaping a Synergy Fund to support collaborative projects across Smeal centers, with initial options presented to center directors for discussion and input.
Enhance Smeal’s research impact, visibility, and influence.
Continued expanding the visibility of Smeal scholarship through college communications and external media, including faculty research on inflation, decentralized finance, and industrial emissions.
Priority D: Accommodate Organizational Growth and Effectiveness Through Investment in People, Culture, Space, and Infrastructure
Support enrollment growth through investment in physical infrastructure and organizational innovation.
Opened the renovated Professional Graduate Programs classroom wing in September 2026, completing a major investment in flexible learning space supporting residential, hybrid, and remote-synchronous graduate education.
Launched project to create a Welcome Center and renovate the Business Career Center with architectural partner, Gensler.
Strengthen Smeal’s resource stewardship and strategic decision-making.
Developed a structured project-management and reporting framework in Monday.com to track and report progress on the strategic plan, linking college initiatives to specific tasks and sub-tasks, owners, deadlines, and system-calculated progress indicators.
Advanced unit-level strategic planning across academic and administrative units, incorporating defined initiatives, KPIs, implementation roadmaps, ownership, funding/resource requirements, action steps, dependencies, and risks into the execution process.
Increase organizational effectiveness through the integration of artificial intelligence and other technologies.
Continued advancing AI literacy and engagement across the college, including featuring student-led applied AI activity through college-wide programming and increasing visibility of responsible and practical AI applications.
Priority E: Drive External Engagement and Philanthropy by Building Partnerships and Elevating Smeal’s Brand
Strengthen Smeal’s culture of engagement and philanthropy by establishing and deepening relationships with employers, alumni, donors, and other partners.
Secured a $3 million estate commitment and an additional $250,000 five-year commitment from alumnus Ken Kulju to support the new Ken Kulju Professorship in Finance.
Strengthened coordination across Smeal centers around corporate engagement, with all eight centers identifying corporate-partnership models as an area of shared strategic interest and potential collaboration.
Supported high-capacity employer engagement through sold-out fall recruiting and networking events.
Elevate Smeal’s brand and reputation by deploying an integrated marketing strategy, expanding communications capacity, and engaging key audiences through targeted campaigns and digital outreach.
Launched a new website built with our audiences in mind, whether it's a future student exploring programs, an alum staying connected, an employer looking for talent, or a partner who wants to work with us.
Selected agency partner—Ologie—to support a refresh of the Smeal brand and the development of a comprehensive marketing strategy.
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Previous Updates
Priority A: Enrich the Student Experience by Expanding & Enhancing Career Services, Experiential Learning, & Support Services
Prepare Students to Thrive in their Professional Endeavors Through Expansion of Career Development Resources & Employer Partnerships
As the expectations of employers continue to evolve, Smeal is strengthening its career development infrastructure and deepening employer connections to better prepare students for the workforce.
Hired three new career coaches to increase support for students
Established a Graduate Career Advisory Board of alumni and industry professionals to improve career services and employment outcomes for graduate students
Made BA 297 (Career Planning and Strategies) a permanent course, BA 150, beginning in fall 2026, so it can be included in a student’s recommended academic plan
Partnered with PitchVantage to enhance AI utilization by students in the job search process
Strengthen Career Readiness by Expanding Access to High-Impact Experiential Learning Opportunities Across All Disciplines
To ensure students graduate with practical, real-world experience, Smeal is building a more structured and accessible approach to experiential learning across the college.
Launched the Penn State Career Accelerator, delivered in partnership with Podium Education, as a credit-bearing pilot course in Summer 2026
Developed and hosted a Leadership Development Program for Smeal residential professional graduate students in partnership with the Downtown State College Improvement District
Enhance student wellbeing and belonging through coordinated academic, social and mental health support services
To ensure every student feels supported throughout their academic journey, Smeal is developing a more coordinated and accessible approach to academic, social, and mental health support services that strengthens wellbeing, belonging, and student success.
Completed a comprehensive survey of Smeal commonwealth campus 2+2 students to design a program that improves their sense of belonging and academic and career success
Priority B: Transform Teaching & Learning Through Innovative Curricula, New Program Development, & Innovative Pedagogy
Advance Curricular Quality, Rigor, & Relevance Through Continuous Program Evaluation & Industry Partner Input
We are strengthening curricular relevance by integrating emerging technologies and leveraging external partnerships to ensure alignment with industry needs.
Completed a comprehensive review and evaluation of the undergraduate curriculum in partnership with Eduvantis and proposed recommendations for revision
Redesigned the PSU 6 first-year seminar for fall 2026 across about 70 sections to integrate AI literacy and AI-supported learning
Developed a graduate AI Foundations mini-course for launch before fall 2026 to build AI skills, promote responsible use, and show how AI is changing work across industries
Address Unmet Learner & Employer Demand by Launching New Programs
We are expanding our program portfolio to meet evolving market demand and position Smeal at the forefront of business education.
Seeking University approval for several undergraduate certificates in Management and Organization, as well as a certificate associated with the Nittany Lion Fund
Seeking University approval for integrated undergraduate-graduate programs with the Colleges of Engineering, IST and EMS
Developing cross-college collaborations, including plans for Chemical Engineering students to begin taking Smeal Business Certificate courses in Fall 2026 and early discussions with Arts and Architecture about potential collaboration between music and business
Launching the new AI Strategy, Leadership, and Business Impact Graduate Certificate to meet growing demand for AI-focused graduate business education and workforce development
Foster teaching excellence and innovation by implementing faculty incentives and incorporating high-touch and technology-enhanced practices
We are advancing teaching excellence by encouraging innovative pedagogy and expanding the use of technology-enhanced and student-centered learning approaches.
Expanded the BoodleBox AI pilot across Spring and Summer 2026 courses, enabling faculty to integrate generative AI into teaching and learning
Priority C: Advance Research Excellence & Ph.D. Program Distinction by Investing in Talent, Infrastructure, & Marketing
Expand Smeal’s Scholarly Impact by Recruiting, Retaining, & Supporting Exceptional Faculty
We are strengthening our faculty foundation by aligning policies and resources to support high-impact research and sustained scholarly productivity.
Secured funding for several professorships and a new faculty recruitment and retention fund
Strengthen Smeal’s Research Enterprise & Collaborative Culture by Investing in Centers, Technology, & Infrastructure
As research continues to be a defining element of Smeal’s impact, we are creating the structures and resources needed to foster greater collaboration, efficiency, and innovation across our centers.
Launched a Center Directors Council to enhance coordination and strategic alignment across research centers
Enhance Smeal’s Research Impact, Visibility, & Influence by Supporting Faculty Thought Leadership & Strengthening the Integration of Research & Practice
We are elevating the visibility and real-world impact of faculty research by strengthening how insights are translated and shared with broader audiences.
Hired a science writer to enhance the reach and impact of faculty research
Recruit & Produce Top-Tier Ph.D. Talent Through Marketing, Mentoring, Training, & Other Support Mechanisms
We are enhancing the competitiveness and experience of our Ph.D. programs by investing in resources that attract and support high-caliber doctoral students.
Increased financial support for Ph.D. students to strengthen recruitment, retention, and overall program quality
Become a Thought Leader in Artificial Intelligence Through Strategic Hiring, Partnerships, & Faculty Incentives
As artificial intelligence continues to reshape business and education, Smeal is positioning itself at the forefront Through targeted investments, partnerships, and thought leadership initiatives.
Launching an agentic AI sprint challenge for students in Fall 2026 to solve Smeal operational problems
Priority D: Accommodate Organizational Growth & Effectiveness Through Investment in People, Culture, Space, & Infrastructure
Support Enrollment Growth Through Investment in Physical Infrastructure & Organizational Innovation
As demand for Smeal programs continues to grow, we are investing in spaces and partnerships that enhance the student experience and support long-term expansion.
Secured $45 million in FY26 fundraising commitments, surpassing the previous annual record of $44 million set in FY25
Completed renovation of the Professional Graduate Wing and entered the final stages of technology integration, with a grand opening planned for Fall 2026
Secured funding for the Smeal Welcome Center project, with construction commencing in late 2026
Strengthen Smeal’s Resource Stewardship & Strategic Decision-Making by Enhancing Transparency, Accountability, & Equity in the Allocation & Management of College Resources
To ensure responsible and effective use of resources, we are creating more transparent and inclusive processes that inform decision-making across the college.
Developed a staff survey, informed by Staff Advisory Committee engagement discussions with leadership and Human Resources, to guide improvements, resource allocation, and future planning
Developed budget templates to support the implementation of a bottom-up budgeting approach across non-academic departments
Increase Organizational Effectiveness Through the Integration of Artificial Intelligence & Other Technologies
As technology continues to transform how we work and teach, Smeal is taking a structured and intentional approach to integrating AI across the college.
Expanded the focus on ethical and responsible AI use by publishing Smeal’s principles for responsible AI and adding new resources to the AI@Smeal website
Expanded the BoodleBox pilot with increased student licensing, while continuing the AI@Work series focused on Microsoft Copilot
Expanded the AI@Work professional development series, supporting staff and faculty in adopting generative AI and building practical skills for responsible use across teaching, research, and administrative operations
Planning the third annual Dan and Robyn Ives AI Innovation Day, bringing together leading voices in AI to explore emerging trends and applications
Priority E: Drive External Engagement & Philanthropy by Building Partnerships & Elevating Smeal’s Brand
Strengthen Smeal’s Culture of Engagement & Philanthropy by Establishing & Deepening Relationships with Employers, Alumni, Donors, & Other Partners
Strong relationships are central to Smeal’s continued growth and impact. Through intentional outreach and meaningful engagement, we are deepening connections with key stakeholders across our network.
Selected a vendor for a new digital alumni engagement platform and initiated the contracting process
Began developing alumni advocacy pathways and volunteer opportunities for the 2026–27 academic year
Expanded alumni engagement through Smeal alumni events in major U.S. and international cities, including Tysons Corner, Charlotte, Philadelphia, New York City, San Francisco, and London
Elevate Smeal’s Brand & Reputation by Deploying an Integrated Marketing Strategy, Expanding Communications Capacity, & Engaging Key Audiences Through Targeted Campaigns & Digital Outreach
As Smeal’s visibility and ambitions grow, we are investing in the people and strategies needed to tell our story more effectively and reach broader audiences.
Finalizing selection of an agency partner to support a refresh of the Smeal brand and the development of a comprehensive marketing strategy
Expanding the Smeal Marketing and Communications team, with new roles being created to support the development and execution of the college’s integrated marketing strategy
Enhancing the college’s ability to engage key audiences through targeted campaigns and coordinated digital outreach
Priority A: Enrich the Student Experience by Expanding & Enhancing Career Services, Experiential Learning, & Support Services
Prepare Students to Thrive in their Professional Endeavors Through Expansion of Career Development Resources & Employer Partnerships
As the expectations of employers continue to evolve, Smeal is strengthening its career development infrastructure and deepening employer connections to better prepare students for the workforce.
Hired a new employee relations recruiter to expand employer partnerships and enhance career opportunities for students
Strengthen Career Readiness by Expanding Access to High-Impact Experiential Learning Opportunities Across All Disciplines
To ensure students graduate with practical, real-world experience, Smeal is building a more structured and accessible approach to experiential learning across the college.
Developed a fundraising proposal to support the Office of Excellence in Experiential Learning
Evaluating experiential learning partners (e.g., Podium)
Launched comprehensive survey of 2+2 students to inform creation of 2+2@Smeal program
Priority B: Transform Teaching & Learning Through Innovative Curricula, New Program Development, & Innovative Pedagogy
Advance Curricular Quality, Rigor, & Relevance Through Continuous Program Evaluation & Industry Partner Input
We are strengthening curricular relevance by integrating emerging technologies and leveraging external partnerships to ensure alignment with industry needs.
Relaunching a streamlined Fundamentals of Business certificate with fewer required courses and integrated AI components to enhance relevance and skill development
Partnered with Eduvantis to conduct a comprehensive review and evaluation of the undergraduate curriculum, ensuring alignment with industry needs and future workforce demands
Launched a pilot program with BoodleBox AI to integrate AI into 12 courses for the Spring 2026 semester, with plans to scale implementation in future terms
Address Unmet Learner & Employer Demand by Launching New Programs
We are expanding our program portfolio to meet evolving market demand and position Smeal at the forefront of business education.
Developed a new business strategy for Penn State Executive Programs and partnered with Eduvantis on go-to-market planning and implementation to support new strategy
Recruiting students for new Hybrid Masters in Applied AI for Business Transformation to meet growing demand for AI-focused graduate business education
Seeking University approval for a series of interdisciplinary IUG programs in partnership with the Colleges of Engineering, Earth and Mineral Sciences, Information Sciences & Technology, Health and Human Development, and the Eberly College of Science
Priority C: Advance Research Excellence & Ph.D. Program Distinction by Investing in Talent, Infrastructure, & Marketing
Expand Smeal’s Scholarly Impact by Recruiting, Retaining, & Supporting Exceptional Faculty
We are strengthening our faculty foundation by aligning policies and resources to support high-impact research and sustained scholarly productivity.
Updating faculty workload policy to strengthen research productivity and balance teaching, research and service activities
Strengthen Smeal’s Research Enterprise & Collaborative Culture by Investing in Centers, Technology, & Infrastructure
As research continues to be a defining element of Smeal’s impact, we are creating the structures and resources needed to foster greater collaboration, efficiency, and innovation across our centers.
Launching a Center Directors Council to enhance coordination and strategic alignment across research centers
Developing a Synergy Fund to support cross-center collaboration and interdisciplinary research initiatives
Enhance Smeal’s Research Impact, Visibility, & Influence by Supporting Faculty Thought Leadership & Strengthening the Integration of Research & Practice
We are elevating the visibility and real-world impact of faculty research by strengthening how insights are translated and shared with broader audiences.
Enhancing reach and impact of faculty research through creation of science writer role
Recruit & Produce Top-Tier Ph.D. Talent Through Marketing, Mentoring, Training, & Other Support Mechanisms
We are enhancing the competitiveness and experience of our Ph.D. programs by investing in resources that attract and support high-caliber doctoral students.
Increased financial support for Ph.D. students to strengthen recruitment, retention, and overall program quality
Become a Thought Leader in Artificial Intelligence Through Strategic Hiring, Partnerships, & Faculty Incentives
As artificial intelligence continues to reshape business and education, Smeal is positioning itself at the forefront Through targeted investments, partnerships, and thought leadership initiatives.
Continuing to build a strong pipeline of AI-focused speakers and programming to support ongoing learning, engagement, and thought leadership across the college
Priority D: Accommodate Organizational Growth & Effectiveness Through Investment in People, Culture, Space, & Infrastructure
Support Enrollment Growth Through Investment in Physical Infrastructure & Organizational Innovation
Developing a new case for support for the college for comprehensive fundraising campaign
As demand for Smeal programs continues to grow, we are investing in spaces and partnerships that enhance the student experience and support long-term expansion.
Completed renovation of the Professional Graduate Wing, with the project now entering the technology implementation phase and an opening planned for Fall 2026
Finalized design work for the creation of a Smeal Welcome Center and a reimagined Business Career Center
Advance Staff & Faculty Success by Expanding & Enhancing Onboarding & Professional Development Resources
Recognizing that people are at the core of Smeal’s success, we are building more intentional and supportive pathways for onboarding and ongoing development.
Finalizing creation of comprehensive onboarding program for new faculty and staff, with full implementation anticipated in Fall 2026
Strengthen Smeal’s Resource Stewardship & Strategic Decision-Making by Enhancing Transparency, Accountability, & Equity in the Allocation & Management of College Resources
To ensure responsible and effective use of resources, we are creating more transparent and inclusive processes that inform decision-making across the college.
Launched task forces to improve climate and culture based on feedback from biannual faculty and staff engagement surveys
Finalizing a comprehensive college-wide performance dashboard to support data-driven decision-making and increase transparency across the college
Increase Organizational Effectiveness Through the Integration of Artificial Intelligence & Other Technologies
As technology continues to transform how we work and teach, Smeal is taking a structured and intentional approach to integrating AI across the college.
Established three AI Communities of Practice in Teaching & Learning, Research and Operations to promote shared learning
Advanced college-wide AI literacy Through the BoodleBox pilot and the AI@Work series focused on Microsoft Copilot
Developed an online AI Hub to provide ongoing access to tools and resources supporting AI literacy and curriculum integration
Launched the AI Exploration Microgrant Program, with 17 proposals received in the first call and additional funding rounds planned
Hosted the 2nd annual Dan & Robyn Ives AI Innovation Day, bringingtogether leading AI voices to increase integration across the college
Priority E: Drive External Engagement & Philanthropy by Building Partnerships & Elevating Smeal’s Brand
Strengthen Smeal’s Culture of Engagement & Philanthropy by Establishing & Deepening Relationships with Employers, Alumni, Donors, & Other Partners
Strong relationships are central to Smeal’s continued growth and impact. Through intentional outreach and meaningful engagement, we are deepening connections with key stakeholders across our network.
Expanded alumni engagement Through Smeal alumni events in major U.S. and international cities, including recent events in Tysons Corner, Charlotte and Philadelphia
Planning for the launch of a digital alumni engagement platform
Elevate Smeal’s Brand & Reputation by Deploying an Integrated Marketing Strategy, Expanding Communications Capacity, & Engaging Key Audiences Through Targeted Campaigns & Digital Outreach
As Smeal’s visibility and ambitions grow, we are investing in the people and strategies needed to tell our story more effectively and reach broader audiences.
Finalizing an RFP to select an agency partner to support a refresh of the Smeal brand and the development of a comprehensive marketing strategy
Expanding the Smeal Marketing and Communications team, with new roles being created to support the development and execution of the college’s integrated marketing strategy
Enhancing the college’s ability to engage key audiences Through targeted campaigns and coordinated digital outreach