{"id":2796,"date":"2019-04-15T17:41:02","date_gmt":"2019-04-15T15:41:02","guid":{"rendered":"https:\/\/blog.ki.se\/rektor\/?p=2796"},"modified":"2019-04-16T16:03:06","modified_gmt":"2019-04-16T14:03:06","slug":"on-the-path-towards-2030","status":"publish","type":"post","link":"https:\/\/blog.ki.se\/rektor\/2019\/04\/15\/on-the-path-towards-2030\/","title":{"rendered":"On the path towards 2030"},"content":{"rendered":"

Svensk version nedan<\/em><\/strong><\/p>\n

 <\/p>\n

Today, history was made.<\/p>\n

At 13:30 PM the chairman of the Board of Karolinska Institutet, Mikael Odenberg, tapped the gavel and approved the new strategy for our university. Strategy 2030 is now an official document that will guide and legitimize future strategic decisions in our governing bodies including the new Faculty Board. The text will be made available on KI’s home page when the document has been completed, edited and graphically designed.<\/p>\n

Bottom-up process<\/strong><\/h4>\n

Strategy 2030 is the result of a bottom-up process that was initiated more than one year ago. Input has been provided by students and employees alike, through our visits to KI:s institutions and by way of multiple workshops and meetings at KI:s campuses and collaborating hospitals. Much of the initial work was done by a \u201cvision group\u201d. I take this opportunity to extend my gratitude to all of you who have contributed to and inspired our new strategy. Thanks are also due to those of you who furnished us with a fresh look from the outside. Advice has been solicited from representatives of the private and public sector, notably from several of our industrial partners and collaborating institutions. Your input is much appreciated.<\/p>\n

Today\u2019s decision does not imply that the former KI Strategy 2018 will sink into oblivion. An analysis of the latter strategy is now carried out and will be presented to the Board, hopefully in June 2019. Strategy 2018 has served as backdrop and inspiration for our new strategy. But Strategy 2030 differs fundamentally from Strategy 2018. We are embarking on a new path, but in doing so we will retain and nurture the success factors in the current organization.<\/p>\n

Four areas<\/strong><\/h4>\n

When I look towards the implementation of the new strategy I identify four areas that require our full attention in the years to come.<\/p>\n

First, <\/strong>we have to ensure that our employees and students can draw advantage of the very best working conditions. Much has been invested over recent years in new buildings and infrastructure: now we need to gain from the investments made rather than embark on new major infrastructure projects. With increasing costs – particularly in the realm of experimental research \u2013 the challenge is to secure predictability when it comes to economy as well as career paths.<\/p>\n

Second,<\/strong> we must build and strengthen society\u2019s confidence and trust in KI as a leading medical university. This requires that our research and education are characterized by high quality and ethical and critical reflection. Our core values must be adhered to so that we can handle the difficult situations and dilemmas that arise at a medical university in the absolute forefront of research. New breakthroughs pose ethical challenges \u2013 as exemplified by the new gene editing techniques. At a leading medical university such challenges should be dealt with proactively, not reactively.<\/p>\n

Third, <\/strong>with the increasing complexity of health<\/a> we need all the perspectives we can get, through collaborations with other universities and organizations and through an active role on the international scene. I am firm in my belief that quality is driven by a richness of perspectives gained by national and international collaboration and by promoting diversity on campus through a sound recruitment policy.<\/p>\n

Fourth, <\/strong>the dynamics in the health care sector offer new possibilities as well as challenges. We must deepen our collaboration with Region Stockholm in the realms of research, education, as well as implementation. Our new strategy places much emphasis on this important issue. We should remind ourselves that KI and Region Stockholm share the same vision: a better health for all.<\/p>\n

Ready to contribute<\/strong><\/h4>\n

Our new vision underlines that KI is ready to contribute to the development of the health care sector and the society at large. Ultimately, this is what gives us justification as a university. Our education is of paramount importance for the quality of our health services. And our curiosity-driven basic and clinical research open for scientific breakthroughs that will ultimately translate into a better and more equitable health care system.<\/p>\n

Today\u2019s approval of a new strategy marks the last step in a transformative year for KI. About 80 per cent of our experimental research has moved into new premises over the past months, and a new organizational structure is in place as of 1 January this year. Now begins the hard work to transform strategy to action. The ultimate goal is to strengthen KI:s position as one of the world\u2019s top medical universities.<\/p>\n

There is more information about today’s decision on KI’s website<\/a>.<\/p>\n

 <\/p>\n

P\u00e5 v\u00e4g mot 2030<\/h1>\n

I dag skrevs ett kapitel i KI:s historia n\u00e4r konsistoriets (KI:s styrelses) ordf\u00f6rande Mikael Odenberg slog klubban i bordet och d\u00e4rmed fattade beslutet som inneb\u00e4r att Strategi 2030 nu formellt \u00e4r antaget av KI. Det h\u00e4r betyder att vi nu har ett samlat dokument som ger oss riktning och guidning f\u00f6r kommande strategiska beslut inom v\u00e5ra olika ledningsorgan, inklusive den nya fakultetsn\u00e4mnden. Strategitexten kommer att finnas tillg\u00e4nglig p\u00e5 KI:s webbplats s\u00e5 fort den \u00e4r redigerad och grafiskt layoutad.<\/p>\n

Arbetet med Strategi 2030 har p\u00e5g\u00e5tt under ett drygt \u00e5r och har medvetet varit en process som byggts upp underifr\u00e5n, genom bes\u00f6k p\u00e5 KI:s institutioner och campus, m\u00e5nga arbetsgrupper och workshops, samverkan med partners osv. Mycket av det initiala arbetet gjordes av en s\u00e4rskilt tillsatt visionsgrupp, och jag skulle vilja ta tillf\u00e4llet i akt och tacka alla ni som p\u00e5 olika s\u00e4tt bidragit i den h\u00e4r processen. Stort tack ocks\u00e5 till dem som gett oss v\u00e4rdefulla externa perspektiv, r\u00e5d och tips – det har varit mycket v\u00e4rdefullt.<\/p>\n

Beslutet om v\u00e5r nya Strategi 2030 inneb\u00e4r inte att den tidigare strategin (2018) faller i gl\u00f6mska. Tv\u00e4rtom p\u00e5g\u00e5r nu en uppf\u00f6ljning och analys av hur denna f\u00f6ll ut och resultatet av denna granskning kommer att redovisas f\u00f6r konsistoriet, sannolikt p\u00e5 n\u00e4sta m\u00f6te i juni. Helt klart s\u00e5 har den tidigare strategin fungerat som en viktig bakgrund och inspiration i arbetet med den nya. Jag vill dock g\u00e4rna po\u00e4ngtera att Strategi 2030 skiljer sig fundamentalt fr\u00e5n Strategi 2018 p\u00e5 flera avg\u00f6rande s\u00e4tt.<\/p>\n

N\u00e4r vi nu g\u00e5r in i n\u00e4sta fas, implementeringen av den nya strategin, \u00e4r det fr\u00e4mst fyra omr\u00e5den jag vill framh\u00e5lla som v\u00e4sentliga under \u00e5ren som kommer:<\/p>\n

F\u00f6r det f\u00f6rsta:<\/strong> Vi m\u00e5ste s\u00e4kerst\u00e4lla att medarbetare och studenter vid KI f\u00e5r en optimalt bra milj\u00f6 att verka i. Under senare \u00e5r har vi investerat mycket i nya byggnader och moderniserad infrastruktur. Det handlar nu om att skapa f\u00f6ruts\u00e4ttningar f\u00f6r att kunna tillgodog\u00f6ra dessa investeringar s\u00e5 bra som m\u00f6jligt. Med h\u00f6ga investeringskostnader f\u00f6ljer nya utmaningar n\u00e4r det g\u00e4ller att s\u00e4kerst\u00e4lla f\u00f6ruts\u00e4gbarhet och goda villkor f\u00f6r b\u00e5de ekonomisk h\u00e5llbarhet och m\u00f6jligheterna att g\u00f6ra karri\u00e4r.<\/p>\n

F\u00f6r det andra:<\/strong> Vi m\u00e5ste st\u00e4ndigt arbeta f\u00f6r att st\u00e4rka KI:s anseende och f\u00f6rtroende som ledande medicinskt universitet. Det inneb\u00e4r bland annat att den verksamhet som sker h\u00e4r ska vara av h\u00f6g kvalitet och bygga p\u00e5 en etisk plattform byggd p\u00e5 sund kritisk reflektion och \u00f6ppenhet. V\u00e5r v\u00e4rdegrund och de k\u00e4rnv\u00e4rden som ska identifiera v\u00e5r verksamhet m\u00e5ste utformas och byggas p\u00e5 ett s\u00e5dant s\u00e4tt s\u00e5 att de \u00e4r h\u00e5llbara i ett f\u00f6r\u00e4nderligt samh\u00e4lle, d\u00e4r nya medicinska uppt\u00e4ckter, inte minst inom gentekniken, st\u00e4ller nya sv\u00e5ra etiska fr\u00e5gor – som beh\u00f6ver besvaras. H\u00e4r m\u00e5ste KI vara proaktiva, inte agera reaktivt.<\/p>\n

F\u00f6r det tredje:<\/strong> Med ett allt bredare och mer komplicerat perspektiv kring h\u00e4lsofr\u00e5gor<\/a>, m\u00e5ste vi ocks\u00e5 bredda v\u00e5r samverkan med andra akt\u00f6rer s\u00e5v\u00e4l i Sverige som internationellt. Att ha m\u00e5nga perspektiv och delta i breda samarbetskluster blir allt viktigare. H\u00e4r m\u00e5ste vi ocks\u00e5 se p\u00e5 v\u00e5r egen verksamhet och st\u00f6dja en ut\u00f6kad m\u00e5ngfald p\u00e5 v\u00e5ra campus genom en breddad rekryteringsbas.<\/p>\n

F\u00f6r det fj\u00e4rde:<\/strong> Dynamiken i h\u00e4lsosektorn leder b\u00e5de till nya utmaningen och nya m\u00f6jligheter. Vi beh\u00f6ver ytterligare f\u00f6rdjupa v\u00e5rt samarbete med Region Stockholm n\u00e4r det g\u00e4ller forskning, utbildning och implementering. V\u00e5r nya strategi pekar ut just detta som en s\u00e4rskilt viktig del och det \u00e4r angel\u00e4get att vi ocks\u00e5 konsekvent p\u00e5minner varandra om att vi har ett gemensamt m\u00e5l: B\u00e4ttre h\u00e4lsa f\u00f6r alla.<\/p>\n

Strategi 2030 inneb\u00e4r att KI st\u00e5r redo att trappa upp arbetet och insatsen n\u00e4r det g\u00e4ller att bidra till att utveckla h\u00e4lso- och sjukv\u00e5rden i synnerhet och samh\u00e4llet generellt. Ytterst \u00e4r det detta som r\u00e4ttf\u00e4rdigar ett universitets existens.<\/p>\n

Beslutet i dag markerar det sista steget under ett \u00e5r som f\u00f6r KI:s del pr\u00e4glats av f\u00f6r\u00e4ndringar och reformer.\u00a0 Omkring 80 procent av v\u00e5r experimentella forskning har flyttat in i nya lokaler och fr\u00e5n \u00e5rsskiftet finns en helt ny organisatorisk struktur p\u00e5 plats.<\/p>\n

Nu inleds det omfattande arbetet med att omvandla strategin till verksamhet och aktiviteter. Det absoluta m\u00e5let med detta \u00e4r att st\u00e4rka KI:s position som ett av v\u00e4rldens ledande medicinska universitet.<\/p>\n

L\u00e4s g\u00e4rna mer om Strategi 2030 och om beslutet p\u00e5 KI:s webbplats<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

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