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KTH's new agenda for change

Man in front of an old building with pillars.
Anders Söderholm, President of KTH.
Published Jun 11, 2024

KTH's new operational plan, adopted and effective from 21 May, sets out the management's agenda and priorities for 2024-2026.

For the whole of KTH, the starting point is the vision ‘We take the lead for sustainable societal development’ and the overall goals.

The focus and priority is on the education offered, research organisation and long-term funding, the career system, research and education environments on KTH's campuses, and the recurring striving towards a balanced economy. Together with the priorities of the schools and the University Administration, they constitute KTH's reform agenda.

Moving forward

" The operational plan asks many questions and does not have all the answers, but is more comprehensive than previous plans have been. ‘The idea is not to explicitly write down exactly what is to be done, but I think it gives more energy to work more trust-based, where we also need to make certain choices in dialogue as we move forward on the various issues," says Anders Söderholm, President of KTH.

There is no ranking within the overall goals.

"No, it's not a ranking but an overall assessment of what needs to be prioritised and there are also different arguments for the five areas," says Söderholm, citing the career system and research funding as examples.

"They affect the working environment every day for many of our researchers and can perhaps be said to generate daily stress in the organisation. It is important to emphasise the importance of daring to take on this type of difficult, or perhaps intractable, challenge."

KTH is already in the process of working on several of the priorities through a number of President's decisions that have been made along the way, such as the range of courses offered and the organisation and funding of research.

"Much more fun"

"Research is perhaps the most difficult area to change, as we operate and are successful in a fragmented system and we want to build leading research in a more robust and systematic way," says Söderholm.

Last year, the focus was mainly on the economy.

"Even if we need to keep scrimping before things turn around, this development of KTH's activities as an internationally leading university together with the schools is much more fun. A development that, in all matters, is characterised by sustainable development and vision."

Text: Jill Klackenberg

The Head of Schools' on the work with the schools' reform agendas

Ann Lantz
Ann Lantz Head of School at EECS

Electrical Engineering and Computer Science (EECS)

"What's great is that we are working together across organisational boundaries and at different levels to get the job done.”

Read the interview with Ann Lantz

Sandra Di Rocco
Sandra Di Rocco, Head of School at SCI

Engineering Sciences (SCI)

”Now, we need to be able to retain our talent and offer stable and stimulating working conditions.”

Read the interview with Sandra Di Rocco

Pär Jönsson
Pär Jönsson, Head of School at ITM

Industrial Engineering and Management (ITM)

“Our aim is to allow students to develop their individual interests and talents, avoiding early specialisation.”

Read the interview with Pär Jönsson

Amelie Eriksson Karlström
Amelie Eriksson Karlström, Head of School at CBH

Engineering Sciences in Chemistry, Biotechnology and Health (CBH)

"The overall goals are simple, concise and clear, but still have specific values that give direction."

Read the interview with Amelie Eriksson Karlström

Björn Berggren
Björn Berggren, Head of School at ABE

Architecture and the Built Environment (ABE)

"The Reform Agenda calls us to action! We work together and find solutions together."

Read the interview with Björn Berggren

Belongs to: Current
Last changed: Jun 11, 2024