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University Strategies in the Field of Competences for the Future

Melita KovačevićVice-Rector for Science and Technology

University of Zagreb

Seminar for Bologna and Higher Education Reform Experts, University of Warsaw, October 23-24, 2009

UNIVERSITY OF

ZAGREB

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Topics:

new demands on university ERI triangle obstacles and constraints for change importance of research strategies: a look into (close) future

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On World Class University:

“Everyone wants one, no one knows what it is, and no one knows how to get one”

(Altbach, 2004)

New demands on university

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Globalisation

- it affects all human activities and processes- demand for more research and research practices to

address them

- need to promote a future development of a knowledge-based society, both in developed and developing

countries

an increased strategic role for universities

(WB, OECD, EU…)

New demands on university

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EHEA

ERA

European vs. World perspective

- new HE market

- new demands

- changing rules

New demands on university

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Why?

Facts on ERI triangle

Research

Technology Transfer

Education

“University should be driven by societal and economical changes”

Georg Winckler, EUA President

Dubrovnik – October, 2007

ERI triangle

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Three roles of a modern university in the modern knowledge economy:

- Higher education-Research and development

- Innovation and technology transfer

Facts on ERI triangle

ERI triangle

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1. Research

2. Teaching

3. Innovation

4. Internationalization

5. Regional impact

University classification (and ranking)

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University reform restructuring

Global economic crisis European additional booster Local

World class universities good (local and regional) universities comprehensive universities field-oriented universities research universities old and new universities

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(Some of the) questions to be answered:

1) What is our aim?(e.g. local relevance vs. regional,

research vs. teaching university)

2) What and who is in our focus?(e.g. individual, personal position now

or position of others tomorrow? personal and/or institutional profit or

institutional development? )

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3) The level of institutional ambitiousness do we want to be one of many or one of

few?

4) What is our critical mass?e.g. research

qualitative administrative support good quality teaching innovation

5) How to reach critical mass?

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extending the frontiers of knowledge transferring knowledge into new products and

services

however

Importance of research

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research ≠ knowledge ≠ innovation the need for innovation-driven economy and/or for the

transfer of knowledge into innovation does not imply innovation-driven research

research results can not be ordered or preset the time scales of research ≠ policy makers ≠ short-term

profit research is one of human activities the most under the

pressure of competitiveness and continuous quality assessment

Importance of research

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Top 20 world universities:

1. Harvard (US)

2. Cambridge (UK)

3. Oxford (UK)

4. Massachusetts (US)

5. Yale (US)

6. Stanford (US)

7. California IT (US)

8. Berkeley (US)

9. IC London (UK)

10. Princeton (US)

11. Chicago (US)

12. Columbia (US)

13. Duke (US)

14. Beijing (China)

15. Cornell (US)

16. Australian National Univ. (Austral.)

17. London School of Econom. (UK)

18. ENS Paris (France)

19. Singapur

20. Tokyo University (Japan)

Top 50 European universities:

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Academic Conservatism

Preservation of values

Long history

Tradition

Recognized value

Accumulated knowledge

Generation Gap

Richness Denial

Destruction

Neglecting reality

Persistence to change

Inaction

Obstacles and constraints for change

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knowledge society universities are taking most prominent role

nucleus of knowledge producing system

HOWEVER

there is discrepancy btw society and university changes

Obstacles and constraints for change

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how do universities adapt to new challenges?

their learning capacities are of central relevance

the pace of change is lagging behind the societal needs

adopting to new requirements could be cumbersome process

Obstacles and constraints for change

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What to change?

institutional role internal structure personal obligations, responsibilities, rights role of administration overall system of communication among the

parties efficiency

Obstacles and constraints for change

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Who has to change?

institution/s structural changes academics students administration people, system

too much? possible? do we want it? how much do we have ?

personal level

Obstacles and constraints for change

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Existence of long tradition of academic conservatism Resistance to change Structural demands Human resources Treating HE as cost, not investment “Here and now” approach instead of long-term vision Not respecting / considering more global context

Obstacles and constraints for change

Academic issues:

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Reluctance on both sides-university/industry Frequently not a partner but service relationship Not defined IP rules

• Who owns the product?• What are the conditions?• Why is it important to define the rules?

Personal vs. Institutional involvement and benefits Tradition

Opening towards Society

Obstacles and constraints for change

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internal resistance to organizational

changes at universities

HOWEVER, historically

universities have been viewed as trendsetters and change agents for society at large

confusing controversy even for academics

Strategies: a look into (close) future

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Possible conclusions (with open questions)

Role of universities and society changes– Faster than we would like? Ready to follow?

It is inevitable to balance all parts of the triangle– What do we need to do that?– Competitiveness is must

Are we ready to restructure our system within the wider global framework?

Strategies: a look into (close) future

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Must

University must open towards society

Dangers

Losing academic aureole

Future

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how universities can meet new needs:

tradition new demands

society

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mission

university strategy

vision

- - - - -- - - - about a change

SWOT – starting point

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there is a need for change context is changing, society has new demands

let’s explore how we can be a generation of changes how to match new demands!

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“We do not have to fight tradition; we must build and develop new ways based on tradition and accumulated experience”

Aleksa Bjeliš, RectorZagreb, 2009

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Thank you