Are you satisfied with the document?
‘Yes, I’m pleased that we are addressing issues that are currently at play, such as geopolitical unrest. Financially, there is still work to be done, although some planned budget cuts now seem uncertain. At the same time, we had already started working on a new course before it became a political priority. It was simply necessary.
In fact, it is a two-step approach. We are also working on Reinventing UT, which mainly focusses on better aligning support services with the faculties. We want to harmonise things more across the board.
At the same time, we want to do more for society. The document is a dot on the horizon, something we are working towards.’
We often hear the word harmonisation. What does it mean?
‘It means aligning ways of working across the entire organisation. Faculties have so far operated largely as separate islands, each with their own procedures. That sometimes leads to confusion and wasted time. It can be more efficient. It is not about imposing one single blueprint, but you do want an employee in one faculty to receive support in the same way as in another, with similar forms of participation and management.
For example, we are removing certain management tasks from academic staff, so they have more time for the work they prefer to focus on. That has not always been organised consistently in the past.’
What are you proud of when you look at the document?
‘It breathes ambition. We want to become a fourth-generation university that connects more directly to real societal challenges. That means we will also need to collaborate differently with one another. It requires a cultural change, in how we interact, and how we make agreements. That needs to become more professional.’
What could be improved?
‘We do not always present ourselves as one entity. At the moment, individuals and teams often work separately on plans or activities. You increase your recognisability if you operate more under the banner of Team UT. The four impact domains, Health, Climate, Chip technology, and Security, provide direction in that regard.
Doing good research is not enough; you must also be able to apply that knowledge in a way that makes a difference in people’s daily lives. That means checking more often what issues are actually playing out in society. Sometimes the conclusion will be that something cannot easily be solved. But even then, you can take steps in the right direction.
There’s still progress to be made within the theme of Recognition and Rewards. In the past, professors conducting research received the highest appreciation. But no one works alone; there is always an entire support team behind them. Many people within the organisation prefer to focus on education, or excel in support roles. They are equally important and deserve recognition. Addressing each other when things are not going well, but also celebrating successes is crucial.’
The Institutional Plan is not very SMART in its wording…
‘That is true, but it is a vision document, not a project plan. You can always be confronted with unexpected situations. During the previous Institutional Plan, the coronavirus pandemic broke out. You can remain steadfast in your course, but at such moments you must have the flexibility to do something entirely different from what was planned.
2032 is still a long way off and we simply do not know what will happen in the meantime. The four impact domains give us guidance. At the same time, they are broad enough to allow for adjustments as new insights emerge. Some issues only yield results in the long term. We will continue building on those. And after a while, you must also be willing to reassess the themes to see whether they still fit the spirit of the times.’
Last autumn there was a Future of UT meeting for staff. How are those results embedded in the Institutional Plan?
‘Those meetings showed, among other things, a desire to connect more with society and to ensure that our internal organisation is in order, which ties back to the fourth-generation university and harmonisation. The idea is that we can do the same work with fewer people.
The outcomes will have more impact in some faculties than in others. For some, little will change; for others, it may take some getting used to.
It is like renovating a ship while it is at sea. First, we have to make sure everything below the waterline is sound.’
