KI to review its management organisation

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In recent years, KI has undergone major changes while at the same time healthcare and society as a whole have also changed. We must now have the courage to take the necessary steps to review our own organisation; in part to ensure that we enjoy the optimal conditions to maintain our position, but also to be able to be even better.

Over the last two decades, KI has grown considerably in both size and complexity and a number of new buildings have been completed. At the same time, KI faces new demands, greater international competition and many challenges linked to the development of highly specialised and network-based healthcare. This requires a transparent organisation and clear leadership. The organisation must free-up capacity to work towards higher quality at all levels, for stronger internationalisation, for the translation of research into improved healthcare and for better funding – both public and private.

In addition, we must ensure healthy peer influence when decisions are made. The crisis that KI has endured has also shown that we must look at how authorities are delegated and how they are linked to responsibilities. A clear strategy and fit-for-purpose organisation are vital if we are to give our core activities the best conditions to thrive.

The need to review KI’s internal organisation has been a topic for discussion since the presentation of Strategy 2018. The existing organisation has remained intact for over 20 years. The need to clarify our organisation was also apparent from the responses to this year’s staff survey. It seems that it is of particular importance that we clarify the division of responsibility between university management, faculty boards and departments.

Maintained quality and increased efficiency in focus

At the Board of Karolinska Institutet’s meeting on 16 October 2017, a decision was reached to review KI’s management organisation and peer influence. A proposal is to be presented for an organisational structure based on a time horizon of the new organisation being in place no later than 1 January 2019.

Any new organisation must be characterised by:

  • A transparent chain of responsibilities and authorities
  • Peer influence at management level on matters of principle and fundamental issues
  • Quality in core activities
  • Effective support functions
  • The new organisation shall be neutral in size/scope as regards management functions above departmental level

At this stage, organisational changes are aimed at the central management organisation and will not affect core activities. Particular consideration will be given to changes taking place in the healthcare landscape, with the construction of new buildings in Flemingsberg and Solna.

The process going forward

A reference group has been appointed to represent management, consisting of Matti Sällberg (convenor), Ulla Stenius and Håkan Westerblad, deputy dean Stefan Eriksson and student representative Max Kynning. Ingrid Palmer will act as the reference group’s secretary in her capacity as director of planning. The task of the reference group is to draft a proposal on how departments can be divided into clusters. Their completed propsal will be discussed at the Board’s meeting on 4 December.

Updated information regarding the reorganisation process will published here on an ongoing basis.

 

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