During the launch of DePaul University’s capital campaign in Spring 2010, President Dennis Holtschneider made a clear and persuasive case in support of increased global engagement by the university.

After 27 years under the same director, the Harvard Law School Library (HLSL), the world’s largest academic law library, needed a new organizational plan

As the Harvard Law School Library (HLSL) settles into its new organizational structure, Harvard University announces a university wide reorganization of the library system

Prompted by a negative accreditation report that put the institution on notice as needing to address resistance among faculty and administrators to engage in systematic assessment work, the senior leadership at Bourn University launches an initiative to develop a university-wide integrated assessment program.

In the early 1990s, legislation in New Zealand seeks to make all institutions of higher education more efficient and more financially accountable.

Late in 1992, the chancellor's office of the City University of New York releases a cost-reducing plan to consolidate many academic programs on the various CUNY campuses and to create a more centralized CUNY system.

In 1994, the Board of Trustees approves a five-year strategic plan for Connecticut College, a private, selective, liberal arts institution.

As Connecticut College enters the fourth year of implementing its five-year strategic plan, all appears well.

District chancellor Stanley Potvin presents an Institutional Effectiveness initiative to his staff. He asks them to create sources for district-wide data and develop key institutional indicators.

Having witnessed many failed attempts at strategic planning during her twenty-year tenure at Elnora University, College Librarian Angela Wilson embarks on an organizational change process that she hopes will result in true transformation.