Annika Östman Wernerson: The staff survey provides valuable input on areas that need further attention

At the same time, there are also areas where we need to improve, such as ensuring sufficient rest, a reasonable workload and a good work-life balance.

At a medical university, we know how important physical activity is, as well as rest and recovery, for our well-being. But we also see how a demanding working environment and high expectations can make this difficult to achieve in practice.  

As president of one of the world’s leading universities, I understand that the demands are high. We want to move forward, offer the best possible education and make new breakthroughs in research. But a prerequisite for success is taking joint responsibility for a working environment where high ambitions are sustainable in the long term.

The staff survey also provides valuable input on other areas that need further attention. One such area concerns the sense of internal cohesion because “KI is us”. Here, we can go further, and I am convinced that we will. 

I would also like to note that we are currently undergoing a significant period of change at KI, following the nine focus areas identified through an extensive internal dialogue. These changes are likely to have influenced the survey results, and this is something we will consider in our work going forward.

Finally, I would like to thank everyone who took the time to respond to the survey.

Towards a new strategy  

In parallel, we need to adapt our operations and priorities to the rapid changes in the world around us. That is why we in the university management are now starting the work on a new university-wide strategy for KI. This work will begin in earnest during the autumn semester, with the ambition of presenting a new joint strategy in autumn 2027.               

The starting point is the question of what role we want KI to play in a changing world. The aim is to provide direction for KI’s continued development in education, research, collaboration and operational support. It should also contribute to pride, commitment and clarity in our internal work.

The strategy will also strengthen KI’s role and relevance in society, something we recently wrote about in Dagens Medicin. At a time when facts are being questioned and complex challenges require difficult trade-offs, the role of universities is more important than it has been for a long time. Karolinska Institutet wishes to take on this responsibility – as a source of knowledge and as a partner in society.

The strategy should belong to all of KI, it should be well anchored, clear and useful. Much has changed in the world since KI developed its Strategy 2030, and we look forward to discussions in different forums on how KI’s strategic role can be strengthened. The work will be led by the university management and carried out in close dialogue with the Faculty Board and its committees, the departments, students and administrative and professional support services.

The strategy work begins at the same time as we strengthen our collegial structure. From 1 July, we will have a new Faculty Board and newly elected members of our three committees for education, postgraduate education and research. Our new deans and deputy deans will also take up their roles on the same date.

Moving KI forward together 

Thank you for all your commitment to the academic elections, through the many nominations and the wide range of candidates from across KI. We look forward to welcoming our colleagues to their roles as deans, deputy deans and academic board members in July. 

Together with the university management and all staff, your knowledge, experience and influence will strengthen our ability to develop Karolinska Institutet as we move forward.

We do this with energy and commitment, while also making time for rest and recovery. It is this balance between work and rest that allows us, together, to be at our best.