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2020–2023 Strategic Plan

Process

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HEC Montréal carried out a strategic planning exercise in fall 2019, to come up with a strategic plan for the 2020–2023 period.

The exercise was led and overseen by several committees and supported by internal and external experts.

Consult the process report (available in French)

Consultation

In fall 2019, we had the opportunity to talk with our entire community and various partners by organizing codesign workshops and seeking comments on several themes, including :

  • The HEC Montréal student experience and path (from applicant to graduate)
  • HEC Montréal as a living and working environment
  • The HEC Montréal brand: our identity and reputation
  • HEC Montréal in the community
  • HEC Montréal, a key player in the management of social and environmental issues
  • Research and knowledge transfer at HEC Montréal
  • HEC Montréal, my alma mater

Participation

There were two complementary ways in which community members and partners could participate: by taking part in a codesign workshop or by sending us their comments. This let them contribute to the reflections that would inform the Strategic Plan and the action plans stemming from it.

The workshops, based on collaborative innovation, were an original way of consulting stakeholders. They let us better understand everyone’s needs and enrich our future initiatives.

Led by: Mosaic, the HEC Montréal hub specializing in creativity and innovation management

384

Participations
(275  people)

9

Workshops
covering 7 themes

14

Issues addressed

3280

Ideas shared

As part of the consultations, 83 participants also took part in other meetings involving employees from various departments of the School as well as employers.

Who participated?

  • Members of the HEC Montréal student community and their parents (9% of the participants) 
  • Faculty members, teaching staff and staff members of the School (58%) 
  • Alumni and donors (27%) 
  • Business community members and partners (6%) 
     

Drafting the Strategic Plan

All the data, including those collected during the consultations, were analyzed by members of various committees. This analysis, conducted in close collaboration with the Executive Committee, led to the production of the Strategic Plan that was submitted to the Academic Council and Board of Directors for approval.

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Timeline
Step 1: Preparation | February–May 2019
  • Announcing the exercise
  • Planning the exercise
  • Establishing a governance structure
  • Choosing an external consultant
  • Developing monitoring tools
Step 2: Definition | June–August 2019
  • Establishing a factual basis
  • Reviewing the environment and analyzing the School’s positioning
  • Analyzing the environment and major trends in the business schools sector
  • Conducting a comparative analysis of 35 strategic plans at other universities
  • Meeting with strategic planning authorities from 6 Quebec universities
Step 3: Updating | August–September 2019
  • Updating the School’s values and mission
  • Defining its vision
  • Preparing to set strategic priorities
Step 4: Consultation | September–November 2019
  • Launching the strategic planning website
  • Public consultations (codesign workshops, individual and group meetings)
Step 5: Summary and analysis | November–December 2019
  • Summarizing consultations and analyzing data
  • Defining and validating priorities and strategic objectives
Step 6: Drafting and validation
  • Drafting and validating the Strategic Plan (November–December 2019)
  • Seeking approvals from the instances concerned (January–April 2020)
Step 7: Release | April 2020
  • Presenting the Strategic Plan to the entire community
Step 8: Implementation | Starting spring 2020
  • Preparing action plans
  • Developing monitoring dashboards
Step 9: Annual review | Annually during spring
  • Annual review and update on progress in carrying out the Strategic Plan
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Governance

HEC Montréal Board of Directors

  • Adopts the strategic plan

Members

Advisory Committee

  • Represents various stakeholders
  • Ensures the transparency and rigour of the process

Members

  • Janick Boudreau, President of the Association des diplômés, HEC Montréal and Vice-President, Institutional Market, Optimum Asset Management
  • Jean Elsliger, Director, Student Services, HEC Montréal
  • Russell Fralich, Guest Professor, Department of Management, HEC Montréal
  • Christine Fréchette, President and CEO, East-end Montréal Chamber of Commerce
  • Othon-Alfonso Leon, Lecturer, Departments of Management and Marketing, HEC Montréal
  • Nancy McGregor, Team Leader,Customer Service, HEC Montréal
  • Annick Morin, Director, Special Projects, HEC Montréal
  • Federico Pasin, HEC Montréal Director
  • Jonathan Plourde, Association des diplômés Director and Managing Partner, North America, Alexander Hughes
  • Marie-Ève Quenneville, Full-time Lecturer, Department of Accounting, HEC Montréal
  • Victoire Sauvé Bourassa, President, AECS, HEC Montréal, and HEC Montréal student
  • Johanne Turbide, Secretary General, HEC Montréal

Executive Committee

  • Analyzes the different data and needs
  • Prioritizes orientations and actions
  • Recommends the adoption of the strategic plan

Members

Coordinating Committee

  • Manages and co-ordinates work related to the strategic planning exercise

Members

  • Sophie Grenier, Administrative Director, HEC Montréal
  • Claude Laurin, Director of Faculty Affairs, HEC Montréal
  • Annick Morin, Director, Special Projects, HEC Montréal
  • Federico Pasin, HEC Montréal Director
  • Marc Tulin, Director, External Communications, HEC Montréal
  • Johanne Turbide, Secretary General, HEC Montréal

Academic Council

  • Adopts the scientific and pedagogical aspects of the strategic plan

Members

Internal and external experts

  • Advise and support the various instances

External support is provided by:

Questions or comments?

plan.strategique@hec.ca

Download a complete or abridged PDF version of the Strategic Plan


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