{"id":1249,"date":"2018-04-25T11:22:50","date_gmt":"2018-04-25T09:22:50","guid":{"rendered":"https:\/\/blog.ki.se\/rektor\/?p=1249"},"modified":"2018-04-27T15:47:19","modified_gmt":"2018-04-27T13:47:19","slug":"vision-och-strategi-i-praktik-och-teori","status":"publish","type":"post","link":"https:\/\/blog.ki.se\/rektor\/2018\/04\/25\/vision-och-strategi-i-praktik-och-teori\/","title":{"rendered":"Vision och strategi i praktik och teori"},"content":{"rendered":"

In English below<\/strong><\/p>\n

Den g\u00e5ngna veckan har Karolinska Institutets styrelse, konsistoriet, haft en tv\u00e5 timmar l\u00e5ng gemensam genomg\u00e5ng om visionsarbete, strategi och framtidsfr\u00e5gor inom ramen f\u00f6r arbetet med Strategi 2030. Det blev en mycket engagerad och entusiastisk diskussion med fokus p\u00e5 framtidens utmaningar och m\u00f6jligheter.<\/p>\n

Arbetet med KI:s Strategi 2030 p\u00e5b\u00f6rjades p\u00e5 allvar nu i v\u00e5ras. Syftet \u00e4r att skapa ett l\u00e5ngsiktigt perspektiv f\u00f6r att \u00f6ka v\u00e5r beredskap att ta oss an utmaningar och t\u00e4nka nytt. F\u00f6r mig \u00e4r arbetet med Strategi 2030 prioriterat och vi har medvetet valt att ha samma tidsperspektiv som FN:s Agenda 2030 och dess 17 h\u00e5llbarhetsm\u00e5l.<\/p>\n

Vision och strategiska m\u00e5l<\/h4>\n

Inledningsvis kommer vi att ta fram f\u00f6rslag till vision och l\u00e5ngsiktiga m\u00e5l med hj\u00e4lp av en arbetsgrupp och en serie workshops. Vi har nu haft flera s\u00e5dana workshops och har ocks\u00e5 tr\u00e4ffat studenter och medarbetare b\u00e5de i Flemingsberg och Solna. Arbetet ska nu konkretiseras och en strategisk plan ska vara beslutad i december i \u00e5r.<\/p>\n

Att ta fram en gemensam vision och strategi f\u00f6r en organisation som KI \u00e4r inte l\u00e4tt, det \u00e4r jag den f\u00f6rsta att bek\u00e4nna. Inom v\u00e5ra v\u00e4ggar ryms m\u00e5nga olika \u00e5sikter, v\u00e4rderingar, utg\u00e5ngspunkter, kompetenser och bakgrunder. Att f\u00e5 ihop allt detta till en helhet kommer att kr\u00e4va mycket jobb, och rej\u00e4lt med t\u00e5lamod. Samtidigt \u00e4r det en absolut n\u00f6dv\u00e4ndighet att skapa en gemensam bild av vart vi ska.<\/p>\n

I slutet av oktober 2017 skrev jag ett blogginl\u00e4gg <\/a>om medarbetarenk\u00e4ten som genomf\u00f6rdes f\u00f6rra \u00e5ret. Bland annat visade enk\u00e4ten<\/a> att m\u00e5nga medarbetare upplever organisationen som otydlig och att de \u00f6vergripande m\u00e5len inte genomsyrar verksamheten.<\/p>\n

Hantera m\u00e5lkonflikter<\/h4>\n

Jag menar att nyckeln till ett framg\u00e5ngsrikt strategiarbete \u00e4r att identifiera och hantera m\u00e5lkonflikter. Det g\u00e4ller att hitta den optimala balansen mellan m\u00e5l som drar ett universitet i olika riktningar. Ska vi kultivera KI som forskningsinstitut eller ska vi utveckla oss som ett universitet d\u00e4r utbildning och forskning \u00e4r synergistiskt kopplade till varandra? Ska vi fokusera p\u00e5 v\u00e5rt regionala och nationella ansvar eller st\u00e4rka v\u00e5r globala profil? Hur skapar vi flexibilitet f\u00f6r samarbete mellan discipliner och vetenskaper utan att samtidigt f\u00f6rsvaga dem? \u00a0Hur ska balansen mellan samarbete och konkurrens internt och externt se ut? Ska vi st\u00e4rka v\u00e5r grundforskning eller fokusera mer p\u00e5 translationell och klinisk forskning? Ska nyfikenhet vara v\u00e5r prim\u00e4ra drivkraft eller ska vi mer l\u00e5ta oss inspireras och drivas av samh\u00e4llsutmaningar (curiosity-driven vs. mission-driven)? Ska vi l\u00e4gga till en \u00f6vre gr\u00e4ns f\u00f6r v\u00e5r storlek (f\u00f6r att b\u00e4ttre ta hand om de anst\u00e4llda och studenter vi redan har) eller ska vi forts\u00e4tta v\u00e4xa, drivna av tillg\u00e5ngen till extern finansiering?<\/p>\n

Detta \u00e4r bara n\u00e5gra exempel p\u00e5 m\u00e5lkonflikter som m\u00e5ste hanteras i en vision och strategi.<\/p>\n

En stark grund<\/h4>\n

Det \u00e4r allts\u00e5 ingen l\u00e4tt uppgift att ta fram en vision, l\u00e5ngsiktiga m\u00e5l och en strategisk plan f\u00f6r KI. Jag \u00e4r dock \u00f6vertygad om att vi kommer att lyckas om vi jobbar tillsammans. Med v\u00e5ra m\u00e5nga infallsvinklar, perspektiv och kompetenser kan vi bygga en stark grund som g\u00f6r KI v\u00e4l rustat att m\u00f6ta framtiden.<\/p>\n

En visionspunkt som kom upp under m\u00f6tet med konsistoriet \u00e4r f\u00f6ljande: 2030 \u00e4r Karolinska Institutet ett universitet som rekryterar de b\u00e4sta forskarna och undervisarna till de viktigaste ledningsposterna. <\/em>Detta \u00e4r mycket relevant nu n\u00e4r vi st\u00e5r inf\u00f6r viktiga akademiska val<\/a> och nomineringar till dekaner, vicerektorer och ledam\u00f6ter i den nya fakultetsn\u00e4mnden. Alla p\u00e5 KI f\u00e5r nominera och du som \u00e4r ber\u00e4ttigad: Gl\u00f6m inte att r\u00f6sta!<\/p>\n

Arbetet g\u00e5r vidare<\/h4>\n

Arbetet med Strategi 2030 rullar nu vidare med of\u00f6rminskad kraft. N\u00e4sta vecka genomf\u00f6rs en workshop med v\u00e5ra prefekter och administrativa chefer fr\u00e5n institutionerna samt v\u00e5ra avdelningschefer fr\u00e5n f\u00f6rvaltningen. Genom de olika workshops som arbetsgruppen genomf\u00f6r, samlar vi in v\u00e4rdefulla inspel som vi kommer att bearbeta och diskutera vidare. Under h\u00f6sten forts\u00e4tter konkretiseringen och i b\u00f6rjan av december kan vi f\u00f6rhoppningsvis fatta ett beslut om strategin.<\/p>\n

Sedan \u00e4r det viktigt att strategin ocks\u00e5 oms\u00e4tts i praktisk handling och verksamhet. F\u00f6r att f\u00e5 en kritisk blick utifr\u00e5n har jag planer p\u00e5 att tills\u00e4tta ett internationellt sammansatt strategiskt r\u00e5d som ska f\u00e5 till uppgift att g\u00f6ra en analys av hur planen fungerar efter omkring tre \u00e5r.<\/p>\n

Jag kommer att forts\u00e4tta skriva h\u00e4r p\u00e5 bloggen om KI:s visions- och strategiarbete \u2013 och tar g\u00e4rna emot synpunkter och tankar om framtidsfr\u00e5gor.<\/p>\n

Till slut: Varf\u00f6r ska vi ha en vision 2030? Seneca gav oss svaret \u00f6ver tv\u00e5 tusen \u00e5r sedan:<\/p>\n

Ingen vind \u00e4r gynnsam f\u00f6r den som inte vet mot vilken hamn hen seglar.<\/em><\/p>\n

 <\/p>\n

\"\"<\/p>\n

Konsistoriet och rektors visionsgrupp arbetar med vision, strategi och framtidsfr\u00e5gor<\/h6>\n

 <\/p>\n

\"\"<\/p>\n

Konsistoriets ledam\u00f6ter\u00a0Lena von Koch (l\u00e4rarrepresentant) och Liselotte H\u00f6jgaard (allm\u00e4n representant) redovisar vad de kommit fram till under diskussionen<\/h6>\n

 <\/p>\n

 <\/p>\n

Vision and strategy in theory and practice<\/a><\/h1>\n

This past week, the University Board of the Karolinska Institutet (Konsistoriet) held a two hour long joint briefing that addressed \u201cvision work,\u201d strategy, and future issues within the framework of Strategy 2030. The highly engaging and enthusiastic discussion focused on future challenges and opportunities.<\/p>\n

The implementation of KI’s Strategy 2030 began in earnest this spring. The aim is to create a long-term perspective that allows us to increase our readiness to take on challenges and to foster innovative thinking. For me, the implementation of Strategy 2030 is a top priority. We have deliberately chosen to follow the same timeline as the UN Agenda 2030 and its 17 sustainability goals.<\/p>\n

Vision and strategic goals<\/h4>\n

To begin with, we will develop proposals for our vision and long-term goals. This will be accomplished with the help of a task force and a series of workshops. We have now held several such workshops and have also met with students and staff<\/a> in both Flemingsberg and Solna. Our preparatory efforts will now be put into action, and a strategic plan will be adopted in December of this year.<\/p>\n

I\u2019m the first to admit that it is no easy task to develop a common vision and strategy for an organization such as KI. There is room here for many different opinions, values, guiding principles, skills, and backgrounds. Pulling all this diversity together into a cohesive whole will require considerable work and plenty of patience. At the same time, it is absolutely necessary that we generate a shared vision of where we are headed.<\/p>\n

At the end of October 2017, I wrote a blog post<\/a> about the employee survey that was conducted last year. Among other things, the survey indicated<\/a> that many employees perceive the organization of KI as vague and feel that our activities are not guided by common, comprehensive objectives.<\/p>\n

Managing conflicting objectives<\/h4>\n

I believe that the key to a successful strategy is to identify and manage conflicting objectives. We must find the optimum balance between goals that can pull a university in different directions. Should we cultivate KI as a research institute, or develop ourselves as a university where teaching and research are synergistically interconnected? Should we focus on our regional and national responsibility, or strengthen our global profile? How do we create the flexibility for collaboration between disciplines and sciences without weakening them at the same time? \u00a0How do we strike a balance between collaboration and competition, both internally and externally, and what would such an arrangement look like? Should we strengthen our basic research, or focus more on translational and clinical research? Should curiosity be our primary driving force, or would it be better to draw inspiration and drive from societal challenges (curiosity-driven vs. mission-driven)? Should we set an upper limit on our size (to better look after the employees and students we already have) or should we continue to grow, driven by the availability of external financing?<\/p>\n

These are just a few examples of conflicting objectives which must be managed through a common vision and strategy.<\/p>\n

A strong foundation<\/h4>\n

Clearly, it is no easy task to develop a common vision, long-term goals and a strategic plan for KI. However, I am convinced that we will succeed if we all work together. With our many approaches, perspectives and competencies, we can build a strong foundation that will make KI well-equipped to face the future.<\/p>\n

One aspect of our vision that came up during the meeting of the board was:\u00a0By 2030, the Karolinska Institute is a university that recruits the best researchers and educators to key management posts.\u00a0<\/em>This objective is very relevant in light of the forthcoming important academic elections<\/a> and the nomination of deans, pro vice-chancellors, and members of the new faculty board. Anyone at KI may make a nomination, and all those of you who are eligible: Don\u2019t forget to vote!<\/p>\n

The work continues<\/h4>\n

The process of implementing Strategy 2030 continues unabated. Next week a workshop will be held for our heads of department and the heads of administration of the departments, as well as heads of division from the university administration. Through the various workshops conducted by the task force, we collect valuable input that we will process and discuss further. We will continue the concretization process this autumn, and hope to finalize our strategy in the beginning of December.<\/p>\n

Once we do so, it is crucial that the strategy also be translated into practical action and activity. In order to obtain a critical external perspective, I plan to set up an international strategic council that will be tasked with analyzing the success of the plan\u2019s implementation about three years after it is launched.<\/p>\n

I will continue to share posts about KI’s vision and strategy here on the blog \u2013 and I welcome your comments and thoughts on future issues.<\/p>\n

In conclusion: Why do we need a vision for 2030? Seneca gave us the answer over two thousand years ago:<\/p>\n

No wind is favorable for those who do not know to which port they sail.<\/em><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

In English below Den g\u00e5ngna veckan har Karolinska Institutets styrelse, konsistoriet, haft en tv\u00e5 timmar l\u00e5ng gemensam genomg\u00e5ng om visionsarbete, strategi och framtidsfr\u00e5gor inom ramen f\u00f6r arbetet med Strategi 2030. 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