Long-term
Developing a good strategy is demanding, but it is important, on a regular basis, to consider where we are going! The strategy of today has been a good strategy, but it's getting old and a little rusty. Much has happened in recent years, both on and outside the University of Oslo, and we know that much will happen in the years to come, including that the new life science building will be completed in 2024 (!). This building is very important to the faculty. As a result of a new building, new opportunities are also opening at Nedre Blindern. A good strategy for science and technology will contribute both to the realization of the life science building and to the use of Nedre Blindern.
We need a new strategy that will guide us for the next few years and we have chosen to focus our eyes on 2030. Perhaps a little far ahead, but we must be long-term. Managing knowledge and competence development at a high international level is primarily a long-term affair.
Participation
Looking far ahead of time also requires relatively much time for the process to acquire a new strategy. We believe, however, that we will have a new strategy for science and technology at the University of Oslo in place before summer 2018. Should we need some more time, we will spend that time.
It is important that as many as possible participate in the strategy work. By the beginning of December, we therefore send out a kind of sketch to a strategy where we highlight some issues and questions we consider to be of great importance for the development of science and technology at UiO. We hope these issues and questions create good discussions in the environments and that we receive good feedback.
Conditions
A strategy for science and technology must of course address all our statutory tasks - research, education, innovation and dissemination. However, it is important that the strategy is designed so that all initiative that follow from the strategy refer to our free and independent role as an institution developing knowledge and competence.
Having said that, we must also relate to the society around us and what it demands of knowledge and competence. It's not unreasonable that society wants access to our plans when the same society uses large resources (and more resources) on us. Our commitment to innovation and external relations will of course contribute to increased innovation from research and education and better contact with the society around us, but this commitment is also important in securing our role as a free and independent producer of knowledge and expertise. Kristin Vinje writes about this in her post in this newsletter.