Vision and strategy

Our vision

LiU - with the courage to think freely and innovate

By thinking freely and innovating, we take on the challenges of the day. Resolute on our path, we know that together our actions, large and small, contribute to a better world.

Our best time is soon

Innovation is Linköping University’s only tradition. Since becoming Sweden’s sixth university in 1975, we have conducted world-leading research and boundary-crossing education in close and productive collaboration with society and industry. For almost five decades we have guided curious, innovative students towards influential roles and successful careers, while our researchers have tirelessly investigated the world around us and published groundbreaking findings about its complex nature and functions.

With our new strategic plan for 2030, Linköping University continues its conviction that innovation is our only tradition. I very much look forward to implementing the strategy, and together with you carrying out and experiencing the innovation we are aiming for together.

Jan-Ingvar Jönsson
Vice-chancellor at Linköping University

Jan-Ingvar Jönsson

Jan-Ingvar Jönsson Photo credit Charlotte Perhammar

Strategic paths forward

Target areas

It’s not through a single strategy but through the combined strength of several linked strategies that the education and research of the future will be created. Therefore, each target area is introduced by a section describing what LiU is expected to have achieved in that area by 2030. This section is then explained concretely by way of three strategies for future changes.

To achieve our targets, we must be an innovative, flexible and fast-footed organisation, but also demonstrate a great deal of engagement, empathy, co-determination and generous leadership. Those are big and ambitious words, but they are completely necessary. By meeting the aims from every target area, our co-workers and students will be better positioned to advance LiU as a bold, innovative university.

The following information describes six target areas that we feel are paramount for Linköping University to focus on in the coming years. 

Open and inclusive

We will be a university without boundaries, that advances the frontiers of knowledge and research. As a public institution, LiU takes responsibility for bridging differences and tearing down walls. In all our operations we must work to adopt global perspectives, protect diversity, foster gender equality and work for equal opportunities. This includes an inclusive attitude and a genuine desire to meet others with curiosity and generosity, on their own terms and with respect for their individual needs.

Learning and knowledge creation

Linköping University has a duty to safeguard the knowledge built up by previous generations. At the same time, our educational programmes are continually updated so as to remain relevant to students – today and tomorrow. Our own research successes as well as knowledge from the research of others ensure innovation and topicality.

The students shape the future

A vibrant student life is one of Linköping University’s success factors. The years a student spends at LiU are enjoyable but also an important preparation for their future working life. They are crucial in that they form a foundation for the student’s societal presence and create the social engagement that is required for society to develop sustainably. Professional programmes, and degree programmes at the bachelor, master’s or doctoral level, are interlinked by way of research-active teachers who have a presence at every programme level.

Excellence and impact

Dynamic working methods are part of our DNA. They create the perfect conditions for innovation, both within and between disciplines. The long-term aim is to support academic excellence in research and education.

Sustainable societal transformation

Global society faces a great many challenges, where Linköping University, with its strong academic environments and ability to combine intra- and interdisciplinary perspectives, contributes new knowledge and innovation. By enhancing our mission to foster a sustainable societal transformation and to integrate the global goals of Agenda 2030 into all of our operations, LiU will become a coveted partner for collaboration.

Collaboration across boundaries

One of the foundations of LiU’s success is its collaboration with the surrounding society. Our ambition is to advance our role as a long-term competency resource and a knowledge hub in all parts of society, be that the business sector, the private sector or civil society. LiU’s educational programmes and our strong profile in various research fields make us a leader on the national scene and a well-respected institution internationally.


From strategy to reality

In order to implement the strategy within the planned time frame, the conditions must be in place for co-workers and students to work and study in a well-functioning organisation with continual access to different types of facilities and aids. These conditions are highly reliant on six fundamental enablers and the dynamic collaboration that emerges between them. The enablers consist of both internal and external factors: people, campuses, digitalisation, infrastructure, funding and organisation.


Our ambitious targets are realised by motivated and engaged students and co-workers at all levels. It is crucial that we, starting from our core values, create well-functioning forms of collaboration that make the best possible use of every student’s and co-worker’s potential.


The future requires a lot of diversity in the educational programmes we offer. LiU has always been a campus-based university, but alternative forms of education demand greater flexibility in terms of study pace, physical presence and teaching methods.


LiU is at the forefront of several research fields that are crucial to society’s digital transition. This advantage leads to regional expertise and global opportunities.


Over the years, LiU has built up its own research-based infrastructure, including everything from databases to laboratories. At the same time, the university is highly reliant on society’s infrastructure.


LiU is reliant on external funding to maintain the high quality of our research. Despite a relatively low share of the Swedish state’s basic funding, we have managed to deliver world-leading research and have established research environments in fields that will be important to develop in the future.


Creative environments, a framework characterised by meeting places for academic discussion, an appropriately structured organisation and efficient operational support are all essential to a strong university. These creative environments foster research and education, and enable them to collaborate.