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Open More Pathways

Steps we’ve taken:

  • Expanding access to the MBA through new pathways.

    We have opened a new pathway into the MBA with the launch of the Graduate Diploma in Management, making Ivey’s Accelerated MBA more accessible to talented professionals from non-business backgrounds. The program builds core business knowledge and leadership capabilities to support new career pathways while contributing to a more diverse and inclusive classroom experience. The first cohort of approximately 50 students will start in May 2026. In conjunction, we doubled the capacity of the Accelerated MBA program, enabling more learners to pursue an MBA without stepping away from work.

  • Doubling capacity with a new state-of-the-art Toronto campus.

    The opening of the new Donald K. Johnson Centre significantly expands Ivey’s footprint, doubling classroom and study space and delivering a next-generation learning environment equipped with advanced educational technology. This expansion enables growth in “while-you-work” programs, expands executive education opportunities, and creates a premier space for convening leaders across business, government, and academia.

  • Expanding financial support and student programming.

    We have increased resources for scholarships and student initiatives, raising $1.5 million in new student awards and $915,000 to enhance programming that supports student success and experience.

  • Redesigning student advising for impact.

    We are shifting from a transactional advising model to a tiered system aligned to student need, enabling more targeted and effective support. Routine needs are addressed efficiently, while more complex academic, accessibility, and personal challenges receive structured, sustained support—positioning advising as a core driver of student capability, confidence, and performance.

  • Launching signature programs for preparation and recalibration.

    We have introduced a coordinated suite of programs—PRESET (preparation for case classrooms), Unfinished Business (developing participation and systems awareness), and RESET (recalibration during periods of academic strain). By helping students to take ownership of their own approach to learning, we expect to enhance their feeling of engagement and belonging at Ivey. We also want them to understand how they can use AI to enrich their Ivey experience, rather than as a short-cut to learning.

  • Building student resilience and decision-making under pressure.

    Thanks to a generous gift, we have embedded resilience training into advising and student support, to help students navigate high-performance case-based learning. Through this training, students learn practical tools to interpret challenges more effectively, distinguishing facts from assumptions, managing self-doubt, and reframing moments like cold calls as part of the learning process. These skills build confidence, sustain engagement, and strengthen the cognitive flexibility needed by today’s students to operate in complex, ambiguous environments.

  • Strengthening career support and outcomes.

    We have expanded career programming, for example through the MBA internship pilot in Capital Markets and Technology, with over 450 opportunities posted and 15 students supported. For MSc students, we have provided earlier access to industry experts, alumni, and programming to align with compressed recruiting timelines. We also introduced a personalized AI career agent for MBA students, which will also be rolled out to HBA and MSc students. The agent uses individual student inputs to provide tailored guidance, helping students better articulate their unique value in an increasingly competitive job market.

  • Improving accessibility of learning materials.

    Ivey Publishing is embedding accessibility across content and platform, producing all new cases to international standards and remediating legacy content at scale through AI-assisted workflows, while a growing faculty webinar program facilitates shared research and best practices in inclusive teaching and accessible case-based pedagogy.

  • Improving accessibility across physical spaces.

    We have incorporated accessibility best practices in the newly opened Donald K. Johnson Centre and invested approximately $200K in retrofitting spaces across the main Ivey campus. Accessibility considerations have also been integrated into campus landscaping plans.

  • Elevating accessibility and belonging through shared leadership.

    We launched an Accessibility and Belonging Committee in April 2026 that brings together faculty, staff, and students to elevate diverse perspectives and more intentionally shape a more accessible and inclusive learning and working environment.

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