Strategy 2030 – progress update
The emerging strategy has now been presented and discussed with internal and external stakeholders. Work over the last few weeks and the increasingly intensive dialogue within the university about overarching objectives and strategic directions have produced a good result.
These discussions have produced valuable viewpoints that have contributed to reinforcing the direction of travel towards the overarching objectives. The process aims to make sure that the strategy meets the needs of the core activities and inspires.
The strategic direction “the pioneering university” is a new addition. The pioneering university aims to identify and coordinate efforts around the initiatives that are needed to ensure that KI’s research and education in the future continue to break new ground and that KI as a university continues to develop. This direction thus includes areas such as free research and the university’s autonomy, as well as opportunities for researchers and students to pursue their own ideas and develop their potential to the full.
The strategic direction “the global university” reinforces the message that KI shall increasingly carry out its activities regardless of national borders. International collaboration gives us access to a variety of important experiences, knowledge and relationships. Mutual international partnerships enable creativity and the conditions for joint innovation to arise. Breakthroughs are required to resolve critical future issues in the field of global health. In this area, both basic research and solution-oriented research can both contribute and benefit. Global challenges are resolved in the local context. The global university reinforces the equal value of all people.
The strategic direction “the collaborative university” means that KI shall boost its engagement in the world at large, while also creating the best conditions for internal collaboration. The collaborative university takes the form of, among other things, close partnerships with the healthcare sector and collaboration with other universities and knowledge-based organisations, business, government agencies and other actors in society. The perspective shall be global, national and local. Implementation by such means as innovation is key. As a university with one faculty, it is particularly important to collaborate with universities that complement us. Internal collaboration and interaction between teachers and students, and between different parts of the university that contribute to developing research, education and operational support are key.
The strategic directions must be based on a platform that is sustainable in the long term with quality-assured and transparent processes. The platform houses a well-formulated, well-known set of values, and a strong, well-known and well-profiled brand. The platform also houses well-known processes that include a long-term budget, efficient utilisation of premises and effective operational support. What we refer to as the effective seat of learning.
Schedule December 2018 – February 2019
December - January
- Revisions (if any) to be made in accordance with the University Board’s opinions.
- Proposals for revised brand strategy and initial interventions towards a common organisational culture are delivered.
- Proposal for Strategy 2030 is agreed and anchored internally amongst staff and students.
- Proposal for Strategy 2030 is anchored externally amongst stakeholders.
- Strategy 2030 is presented for the University Board at their meeting February 20.
- Interventions are further developed in KI’s overall plan of operations during the spring.
- The operational planning process is being tightened up. The aim is for the departments and divisions to have ample time to work with their respective perspectives once the structure has been set.
Roles and responsibilities
The next phase of the process is to formulate, quality assure and anchor Strategy 2030 ahead of a decision on its adoption. In the development of its various parts, the existing and new management organisation will both be engaged on the basis of their respective spheres of responsibility. This quality-assures the whole strategy and its various components, and creates a clear link to KI’s existing activities. It increases the chances of an effective implementation of the strategy with first-class interventions.
The University Board
The University Board is to decide on Strategy 2030.
The operative management of KI
President Ole Petter Ottersen together with KI's operative management Vice-President Karin Dahlman Wright and University Director Per Bengtsson has overall responsibility for the strategy process and, acting on the Board’s decision, its implementation. The management team is aided by internal experts/reference persons.
The Deputy Vice-Presidents
The recently appointed deputy vice-presidents for research, higher education and doctoral education and the current dean of doctoral education will be especially engaged in drafting the overarching goals for the core activities in dialogue with the university management.
The Values Committee
The President has appointed a committee to revise KI’s values and brand platform.
The deans in the new management organisation will mainly be engaged in drafting KI’s values and overarching operational plan.
The strategy process has administrative support from the University Administration.
Maria Lönn, Co-ordinator
Albin Gaunt, Deputy Co-ordinator