New strategy for KTH's digitalization

“It’s about having the right systems, the right competence and better-coordinated processes in place. The strategy lays the foundation for improving and streamlining the operation from both a user and an overall perspective,” Jan Gulliksen, KTH’s Vice President for Digitalisation, says.

He has built up the strategy in consultation with the University Director, based on workshops, interviews with many different people and bodies at KTH, and also by comparing KTH to other universities.

“It really is time for us to implement this transformation. It’s important in ensuring that KTH remains relevant to future students, researchers, teachers and administration staff, and also for our various collaborations and KTH’s role in the development of society.”

A long-term vision

Along with four strategic goals and associated interim goals, the strategy also includes KTH’s long-term vision for digitalisation, as well as the conditions that need to be met to ensure its implementation. The goals are:

• Stronger digital competence among staff and students
• The right digital foundation for operational management, control and monitoring
• Simplified and efficient administration through user-oriented operational support
• Digital infrastructure that ensures data is made available internally and externally, in the right way and at the right time

The goals themselves are also in line with other development processes at KTH, such as joint support services, future education and portfolio management in IT. The strategic goals should focus on benefiting and supporting action and operational plans, and facilitating priorities in terms of what needs to be done and in what order.

Safe systems

“An overriding digitalisation approach necessitates also considering other needs and development initiatives, since digitalisation is necessary for them to be implemented,” Gulliksen says.

Other factors that are essential if the strategy is to work in practice include an appealing, learning culture, clarity and shared priorities, and that KTH’s systems and services are safe and robust.

“The strategy should act as a constant companion, something to turn to for support when changes are made in the operation. Achieving a faster, smarter operation is not something that should be viewed as a cost, but rather an investment that benefits the whole of KTH.”

Joakim Lilliesköld, Associate Professor at EECS and a member of KTH’s Board of Education, is part of the group that drew up the framework for future education and its 13 principles. 

President´s decision in November

“The four strategic goals are fully in line with several of the principles, although almost all the principles are dependent on digitalisation in one way or another. Within KTH’s sub-portfolio for IT support in education programmes, three particular areas with a great need for digitalisation have been chosen: examination, learning support and decision support. The quality of education as a whole is of course also vital.”

Developing decision support digitally might for example entail making it easier for students to scope out different consequences when choosing courses, which is fundamental to the principle of flexible, structured study paths.

Regarding the strategy as a whole, Lilliesköld says:

“It’s crucial for all of KTH that the strategy comes with position statements and goals, which can then be broken down into action plans and roadmaps to make sure they really happen. There is a clear demand for this.”

The strategy is now sent for refferal among the GVS management council, the Strategic Council, the Faculty Council, the Central Collaboration Group and Portfolio management group.

Once all received comments have been taking care of, the President will decide on the strategy 15 November. The strategy is set on referal until 19 October.

Anyone interested can send an email to Jan Gulliksen  and he will send you the document in returning email. He welcomes thoughts and opinions.

Text: Jill Klackenberg