“A leading KTH”. This is the title of our new 17-page development plan. The plan clearly and conveniently sets out a vision for the direction that KTH Royal Institute of Technology should take over the next six years.
The strategy describes the forthcoming development divided into eight different areas that show the choices KTH has decided to make and focus on. Until 2023, KTH shall be a leading, integrated, visible, open, more digital, sustainable, gender-equal and international institution.
This vision is based on living in a changing world in which development takes place exponentially, on several levels simultaneously. It is not the case that one foot is placed in front of the other in order for an organisation, company or seat of learning to move forward. True development is achieved through structured and systematic work on several levels in parallel. In our case, the basic components are education, research and collaboration.
The plan describes areas where KTH should and can take further steps forward and other areas where we can assert ourselves more distinctly. This does not mean that what we do today should be diminished – on the contrary, it is our sterling efforts that have brought us to where we are today, one of the 200 best universities in the world and one of the ten best institutes of technology in Europe.
As society becomes increasingly complex, KTH will be expanding its breadth and expertise. As the challenges we face change shape and grow, KTH must be ready to renew and modify itself, in spite of its large organisation. This is coupled with humility when faced with the task we have as a seat of learning.
The development plan has been conceived as a document to be inspired and guided by. We have carefully adjusted KTH’s course during various internal and external forums, with the words we use not only needing to sound good but also to mean something. I’m very happy with the fact that we, along with the board, have succeeded in this so well.
In our daily work, the development plan will be supplemented by operative plans concerning the organisation which, in turn will cover one or two years with measurable results set against results achieved.
Identity is a key parameter in both an organisation and a development plan. It is also a good starting point from which to move forward. If you know who you are, it’s easier to know where you’re going.
I hope you’ll join us on our journey towards an even more excellent KTH!