Strategy 2030 and the university-wide operational plan: a timeline

In January 2018, the University Board decided on a new management organisation at KI as of 2019 and to do the groundwork for KI’s new strategy that spring by producing a proposal for KI’s vision and long term goals. President Ole Petter Ottersen was assigned to lead the work with administrative support and process management from the University Administration.

October 2019 – Decision on a university-wide operational plan for Strategy 2030  

The President decides on the goals, tasks and projects that will make Strategy 2030 a reality. These are listed in a document called the university-wide operational plan for Strategy 2030. Some of the tasks, such as “Cohesive Operational Support” and “Data Management at KI”, have already been identified and started, while others have been added during the process and are now awaiting the allocation of project managers, resources and prioritisations.  

August 2019 – draft operational plan – top-level discussions 

Strategy 2030 is expressed in terms of goals and tasks in a draft university-wide operational plan. All these goals and tasks derive exclusively from the strategy.
- KI management and the Faculty Board prioritise the tasks and projects in close dialogue with academic vice presidents, deans and other relevant officers.
- The Faculty Board and the committee work on bringing the goals and tasks in line with Strategy 2030 and feeding them in.
- Advisory board (Mats J Olsson, CNS; Carina Hammarström, MBB; Ulla Stenius, IMM; Thomas Tinglöv, BioNut; Mats Trulsson, Dentmed; Maria von Witting, Onkpat; Alice Weréen and Sebastian Ols, two student representatives and the Faculty Council) suggest amendments to the draft operational plan.
- Administrators at the University Administration prepare the material for prioritisation.

June 2019. Operational plan – prioritisation process commences    

Strategy 2030 has been established and the next leg of the journey has started: to put the strategy into practice. The work to break down the strategy into a university-wide operational plan begins.

The aim of the operational plan is to place a clearer focus on what KI needs to prioritise over the coming years at a general level in order to make KI more effective and optimise resource-use. 

The goals and tasks of the operational plan are assigned to task officers, who break them down into an activity plan. The activity plans will be followed up centrally every year from 2020 onwards.

May 2019. The way ahead – Strategy 2030, the next steps

Underpinned by Strategy 2030, KI will be better equipped to face the world and the future in a more effective, robust and considered way. By concretising the strategy in a general, university-wide operational plan, we gain a clearer idea of what needs to be done in the coming years.

In May, KI’s staff and students were invited to meetings in Flemingsberg and Solna, arranged to detail the collective effort that needs to be made in concretising Strategy 2030. The strategy document.

April 2019. KI’s new strategy – Strategy 2030 – decided

On 15 April, the University Board made its decision to approve Strategy 2030. By this time, the process had taken over a year and involved the University Board and management. An important part of the internal dialogue and anchoring process took place in the open meetings with staff and students.

The new strategy focuses on three strategic directions: the global, the collaborative and the pioneering university. These strategic directions are mutually dependent: by strengthening our international profile (a global university) and our collaboration with the healthcare sector, other universities and the like (a collaborative university), we gain the perspectives we need to create breakthroughs in research and attain high standards of education (a pioneering university).

February 2019. Strategy presented to the University Board

Strategy 2030 was discussed at the University Board meeting of February 20. The strategic directions and KI’s aims for 2030 had been in focus for internal and external dialogue since the Board’s previous meeting in December.

The strategy was also discussed at the Faculty Board meeting and its members took part in its preparation. The main themes and directions of the strategy were discussed in different external groups with, amongst others, representatives of the healthcare sector, the corporate sector and wider society.

January-February. Meetings on KI’s new strategy

In January and February, four open general meetings were held at KI for staff, students and management to discuss KI’s new strategy.

Apart from the 400 or so people who attended these meetings, many more took part in the open vision workshops and other discussion forums arranged in 2018. This was an important part of the process of ensuring that the strategy rested squarely on the needs and wishes of the staff and students as regards the future of the university.

Opinions from the meetings were integrated into the final strategy draft before its was discussed by the University Board in February. Once the strategy has been approved, there is still the possibility to incorporate some of the ideas expressed in the ensuing operational plan.

January 2019. KI’s new management organisation comes into effect

Starting in January 2019, KI underwent a reorganisation concurrently with the development of the strategy. The first changes included the installation of a Faculty Board, chaired by the President. One of the purposes of the board is to help increase collegial influence at a strategic level. The departments were also divided into three departmental groups, each led by a dean.



December 2018. New delegation rules approved

On 18 December 2018 the President approved a new set of decision-making
procedures and delegation rules for the new management organisation .

 November 2018. Representatives appointed for KI’s decision-making bodies

A number of representatives were elected and appointed in different stages: faculty representatives to the University Board, deans for the departmental groups and academic vice presents and vice chairpersons for the committees – all of whom will take part in decision-making at KI and play a major role in shaping the university’s future.

 June 2018. Proposal for a new vision presented to the University Board

Proposals for the vision and overall goals for 2030 (doc. ref: 1-928/2017) were discussed at a meeting of the University Board. Work on identifying and formulating the concrete strategies continued into the autumn.

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KI’s new vision, 2019

May 2018. The academic election year at KI begins

The governance of Higher Education Institutions is regulated by the Higher Education Act and Higher Education Ordinance, according to which every such institution is to be led by a board and a rector (e.g. a president). In all other respects each institution is to structure its internal organisation in a way that best suits its needs.

Students and staff at KI were both able to nominate people to electable positions in the Faculty Board and its committees, the Faculty Council and the deans of the departmental groups. They were also given a say on the faculty representative appointees for the University Board (Konsistoriet), KI’s highest decision-making body.

March–May 2018. Workshop on a new vision with staff and students

The work on a new strategic plan for KI, Strategy 2030, had begun. A proposal for KI’s vision and long-term goals was drawn up through a working group and a series of workshops at which student and staff from Flemingsberg met their colleagues from Solna. KI’s heads of department, administrative managers, administrative heads of office and the University Board helped to review the vision and strategy and the issues that Strategy 2030 raises for the future.

Valuable comments and opinions voiced at theses sessions were worked on and taken up for further discussion in order to create a long-term perspective that would make KI better prepared for new challenges and more creative in its thinking.

January 2018. Work on the strategy begins

Key departure points were the follow-up of the current strategy (Strategy 2018), the results of the staff survey and the departmental visits that the management carried out in 2017. As a university with a global responsibility KI has incorporated the UN’s Agenda 2030 for sustainable development and its goals for universal education and health into its new strategy.