Putting the strategy into practice
Connected for Impact sets the direction for Radboud University’s development over the period 2026–2031. The Management Day focused primarily on translating this into practice: what is already under way, what else is needed, and where do we need to make choices and work together?
During a poster session, participants discussed the five ambitions and identity as their foundation in smaller groups. Strategic monitoring and the cross-cutting themes of AI and sustainability were also discussed.
Greater coherence and clear ownership
The discussions revealed strong engagement with the initiatives. At the same time, specific areas requiring attention emerged. In education, participants highlighted the feasibility of the extensive change agenda and the importance of student involvement. In research, the focus was on connecting the five research themes so that they reinforce one another and do not create new silos. For impact and valorisation, there is a need for greater thematic focus, clear points of contact and support. Discussions on the connected campus emphasised the importance of a visible space for student organisations. Agility was linked primarily to leadership, team development and opportunities to learn and experiment. Identity also needs to be reflected more strongly in behaviour, choices and the way the organisation operates. For AI, sustainability and monitoring, the emphasis was on clear direction, effective integration and alignment with established management processes. A clear common thread emerged across the various topics: much is already happening, but greater coherence, clear ownership and effective support are needed to take implementation further.
Connecting strategy with resources and management
In the afternoon, participants linked the discussions to the resources allocated through the policy letter and the development of the funding allocation model. There was widespread recognition that historical agreements, exceptions and differing allocation formulas have made the current model complex and insufficiently transparent.
Simplicity, transparency, fairness and scope for strategic decision-making were frequently mentioned during the discussion. Attention was also given to collaboration between faculties and a carefully managed transition that provides sufficient stability. There was broad agreement on the desired direction. Further discussions on the details, the pace of change and the decision-making process will take place over the coming period.
Looking ahead to 2027
The outcomes of the Management Day will be brought together and shared with the leads and those responsible for the various areas. They will use this input to prepare the annual plans for 2027. The input on the funding allocation model will inform the guiding assumptions and design principles for the next stage.
The Management Day showed that implementation is already under way in many areas. Many ongoing activities are contributing to Radboud University’s ambitions. Linking existing work more explicitly to the strategy makes it clearer where greater coherence is needed, where choices must be made and where additional collective effort is required. Together, we will continue this approach over the coming period.
More information
Would you like to know more about the current strategy, ‘Connected for Impact’? Visit the page about Strategy and ambitions. If you have any questions or comments, please email strategie2025-2031 [at] ru.nl (strategie2025-2031[at]ru[dot]nl)