Strategy 2018: KI must now choose its path

Today Sweden’s only medical university does not reach its full potential. Strategy 2018 points towards a clear desire to raise the level of the two core activities, research and education. Cutting-edge research and attractive degree programmes are important choices to strengthen Karolinska Institutet internationally. To invest additional resources in an already strong research domain, and to consider which degree programmes can achieve a very high quality and strong research basis within prioritised research domains.

This is initially stated in the strategy document, which has been discussed over the course of the last year.

Elias Arnér, professor and faculty representative on the board, who participated in the discussions, says that there has been a clear determination with the strategy and what needs to be focused on. It is based on management's ideas, but has also been checked with several groups at KI as work has progressed.

‘There is a single common thread and that is to invest in quality over quantity,’ says Elias Arnér.

‘We will not just ensure we receive more resources and greater volume, but also a stronger core business. Everyone needs to ask themselves what is really good and what needs to change.’

Viktoria Malas is both a student representative on the board and has participated in a preparatory group with students.

‘I think it is clear in the strategy that it consistently emphasises increased quality in first and third cycle education, that first cycle education must be preparatory for research and have a strong research basis. In this way, the students become an important basis for future recruitment,’ she adds.

Another important part is that the strategy gives prominence to the collaboration with Stockholm County Council, SCC.

That’s the view of Martin Bäckdahl, Head of the Department of Molecular Medicine and Surgery, who participated in the heads’ working group.

‘Given that nearly 60 per cent of research at KI is conducted within or in close proximity to healthcare, so I see the issue concerning a joint SCC strategy to research and education with a common understanding of objectives, organisation, management and funding as very significant: To create a simple and clear collaborative organisation that gives KI a true influence over activities in university medical care.

A well-established approach has been the KI management’s objective according to vice-chancellor Anders Hamsten, which emphasises that it must establish the overall objectives, yet that these must be developed on a detail level within management, operation boards and the departments.

That work remains. Work to implement the strategy will start on a broad front in the organisation in September 2014.