In English below.

Vår senaste medarbetarundersökning ger viktiga signaler; många medarbetare upplever att nuvarande organisation är otydlig och att det är svårt att relatera till de övergripande målen för verksamheten. En tydlig strategi och en ändamålsenlig organisation är helt nödvändig för att skapa de bästa förutsättningarna för utbildningen och forskningen vid vårt universitet. Det är också nödvändigt att säkerställa det kollegiala inflytandet.

Konsistoriet har sett behovet. Vid sitt senaste sammanträde den 16 oktober, fattade konsistoriet beslutet att se över ledningsorganisationen. Målet är att Karolinska Institutets nya organisation ska vara på plats år 2019.

Strategiskt ledarskap och tydligt ansvar

Behoven av tydlighet och gemensamma mål för vårt universitet är uppenbara. Det handlar om att stärka kvaliteten i utbildningen och få ännu högre kvalitet i forskningen. Och det handlar om ett strategiskt ledarskap som säkerställer fortsatt internationalisering och samverkan med viktiga aktörer som Stockholms läns landsting, Karolinska Universitetssjukhuset, näringsliv och finansiärer. En omorganisation syftar därutöver till att skapa en tydlighet i ansvar och befogenheter, och effektiva stödfunktioner.

KI:s ledning har nu inlett diskussioner med prefekterna och dekanerna om hur en ny organisation ska se ut. KI-ledningens besök på institutionerna ger oss också värdefulla inspel. När vi har en målbild för en ny organisation ska den även förankras hos anställda och studenter.

Det är tydligt att en långsiktig finansiering med såväl stärkta basanslag som donationer behövs för att säkra kvaliteten i utbildningen och forskningen. En förutsättning för detta är strategisk kraft hos ledningen.

Tankar om ny modell

Den bärande organisationsmodellen sedan 1993 har varit ett antal självständiga institutioner, som leds av prefekter, ställda direkt under rektor. I dag har vi tre styrelser, en vardera för utbildning, forskarutbildning och forskning, och en universitetsstyrelse. Det har varit en framgångsrik organisation – i första hand tack vare våra forskare och lärare som verkar inom den. Men vi ser behoven av en utveckling för att stärka den gemensamma inriktningen – vårt gemensamma mål och vår vision i arbetet med vår kommande Strategi 2030.

Vi prövar nu, tillsammans med konsistoriet, tankar om en ny modell som till sin omfattning inte ska öka antalet ledningsfunktioner ovanför institutionsnivån. Den ska inte heller ändra på nuvarande institutionsindelningar. Klart är redan att bilda ett kollegialt råd för att skapa ökade förutsättningar för medarbetarinflytande och därmed ett minskat avstånd till KI:s ledning. Den bärande tanken måste vara en tydlig organisation där medarbetarna kan relatera till de övergripande målen för verksamheten. På så sätt har vi beskrivit premisserna som KI:s organisation bör kännetecknas av:
– Tydliga ansvarskedjor, med harmoniserade ansvar och befogenheter
– Ett kollegialt inflytande på ledningsnivå, i principiella och övergripande frågor
– Kvalitet i kärnverksamheterna
– Effektiva stödfunktioner
– Att den nya organisationen i storlek/omfattning ska vara neutral vad avser lednings-funktioner ovan institutionsnivån.

In English:

It’s time to review KI’s organisation

Our latest employee survey has given us some important signals; many of our staff feel that the present organisation lacks clarity and that it is difficult to relate to KI’s overall goals. A clear strategy and a fit-for-purpose organisation are absolute necessities to create the best possible conditions for education and research at our university. We also need to secure collegial influence.

The University board has understood the need. At its latest meeting, on 16 October, the University board decided to review the management organisation. The objective is for Karolinska Institutet to have a new organisation in place by 2019.

Strategic leadership and clear responsibilities

The need for clarity and common goals at our university is obvious. We have to strengthen quality in our education and achieve even higher quality in our research. And we need to have a strategic leadership that ensures continued internationalisation and interaction with important players like Stockholm County Council, Karolinska University Hospital, trade and industry, and funding providers. In addition, a reorganisation will also aim to create clarity in responsibilities and authority and effective support functions.

KI’s management has now begun discussing what a new organisation should look like with the heads of department and the professors. KI’s management team’s visits to the departments also give us valuable input. When we have a clear picture of the new organisation it will also need to have the backing of our staff and students.

It is clear that long-term funding with both basic appropriations and donations is needed to secure the quality of our education and research. A precondition for this is strategic strength on the part of the management team.

Thoughts on a new model

The bearing organisational model since 1993 has been a number of autonomous departments, led by heads of department and reporting directly to the vice-chancellor. Today we have three boards, one each for education, doctoral education and research, and a university board. The organisation has been successful – thanks mainly to our researchers and teachers who work in it. But we see the need for development to strengthen the common aims – our common goals and our vision in our work on our coming Strategy 2030.

Together with the University board we are now examining ideas for a new model that in its scope will not increase the number of management functions above department level. Nor must it change the present department structure. It has already been decided to form a collegial council to create greater prerequisites for co-determination and thereby shorter distances to KI’s management. The bearing idea must be a clear organisation where staff can relate to KI’s overarching goals. We have described the premisses that should characterise KI’s organisation like this:
– Clear chains of responsibility, with harmonised responsibilities and authority
– Collegial influence at management level in overarching and fundamental questions
– Quality in our core activities
– Effective support functions
– That the new organisation in size/scope shall be neutral as regards management functions above department level.

 

  1. Emma Andersson says:

    Establishing a clear and transparent organizational structure at Karolinska Institutet should indeed be a prioritized goal. Whether the current lack of clarity, identified in the poll, relates to the leadership structure itself being complex, or a lack of effective communication, is less obvious.

    Restructuring offers a wonderful opportunity to improve collaboration, interaction, KI identity, and more. Considering the impact that reorganization can have, changing the leadership structure of KI should not be rushed. There has been much talk of Strategy 2030, and it is our strong opinion that this should be in place before a restructuring is initiated. The new structure MUST facilitate and contribute to the strategy and goals of KI.

    Furthermore, a risk and consequence analysis should assess which strengths would be lost and which would be gained, as well as the potential risks of a proposed structure.
    It is difficult to see how installing another tier of leadership, between department chairs and the vice-chancellor (http://blog.ki.se/chairman/?_ga=2.77115285.1601501317.1511035945-1421452751.1510343367) will improve transparency, communication, or collegial influence.

    While a collegial faculty would be of value, if it is simply an advisory board with no budget and no decision rights, it has very little chance of real influence. Conversely, if the current boards of Research, Research Education and Education are dismantled, to which representatives are nominated and elected, collegial influence will diminish.

    There are also successful programs that have been initiated by these Boards that are KI-wide initiatives, and which should be over-arching programs, for example the KI Career Ladder (by Board of Research) and KI Doctoral student funding (by Board of Doctoral Education), to name but two of great importance to junior faculty.

    We look forward to a chance to discuss the proposed changes, hope for greater participation from the faculty in the restructuring. We envision a KI where Strategy 2030, with its goals clearly outlined, contributes to a reorganization that truly strengthens Karolinska Institutet.

    On behalf of the Junior Faculty Steering Group,
    Emma R. Andersson

    • Ole Petter Ottersen says:

      Dear Emma,

      Thank you. I do appreciate your engagement and the engagement of Junior Faculty and I agree that discussions are essential as we go ahead working on the reorganization and our next strategy. The different points of view in our organization will be taken into account, and both students and staff will be duly involved.

      All the best
      Ole Petter Ottersen

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