Strategic process, high-priority choices, goals and indicators
Show/Hide content

Here we describe Linköping University's Strategy map, Plan of operations, High-priority choices, Goals and Indicators which all provide the tools for LiU's strategy and planning processes.

Strategic process
Show/Hide content

Linköping University - strategy map

The Linköping University strategy map indicates the overall objectives for the university’s core activities: research, education and collaboration/utilisation. These objectives are:

  • To produce and disseminate research findings with international impact
  • To attract promising students at all levels and produce sought-after graduates for a sustainable society in a changing world
  • To contribute to knowledge-based social development.

 

The strategy map also describes a number of outcome images to achieve the overall vision of the university. These are:

  • “attractive academic environments”
  • “a good workplace with engaging and responsible leadership and employeeship”
  • “bold, strategic recruitment”
  • “professional and appropriately designed internal support services”
  • “the ability to generate, prioritise and reallocate resources”.
LiU strategy map English

Strategy map

The strategy map indicates the overall objectives for LiU’s core activities: research, education and collaboration/utilisation.

The strategy map also describes a number of core values that function as guides and signposts in the day-to-day operations. These core values are “innovation”, “boundary spanning”, “results focus” and “competitive awareness”.

In addition, the map defines some of the fundamental conditions required to achieve the overall vision of the university and the ambitious objectives of the core activities.


The strategic process

Planning at LiU takes its starting point in the vision and objectives that have been adopted, illustrated in the LiU strategy map. Dialogues in several forms constitute an important component as the basis for an internal and external analysis, followed by the formulation of opportunities and challenges. This process, in turn, constitutes the basis for defining high-priority choices.

In any particular calendar year, LiU is in three phases in parallel: planning, execution, and follow-up. This is because the university is planning the coming two years and the two years that follow them, while at the same time carrying out the planning that was laid down in the preceding year, and following up the operations of both the present year and the previous ones.

The details for any particular year are made clear in the LiU annual calendar, the components of which are described in more detail in the university’s plan of operations. Here, we distinguish between two fundamental types of activity: dialogues (light blue boxes) and products/policy documents (blue boxes). The components are placed in the annual calendar based on the time of year at which they are carried out. They may, however, be associated with different planning periods. The process of each new planning period starts with the vice-chancellor’s strategy dialogues, held in the autumn.

Quality assurance is a fundamental component of the work with strategy, and forms the basis for departmental dialogues held early in the year.

The LiU annual calendar

Work with strategy and planning at LiU is based on a three-year cycle. Each year, operations are planned for the coming three years; the operations that were planned the preceding year are carried out; and the activities of the preceding year are followed up.

An important part of the process are the dialogues that the vice-chancellor holds with people who carry out the activities. Strategy dialogues are held with co-workers in the autumn. They are held with departments during the winter, and with the Ministry of Education and Research and the University Board in the spring. In the dialogues, long-term trends and changes that affect the university are identified. The result is to define the high-priority choices of the university, new tasks for the university in its role as government agency, and detailed plans of action for the various units that carry out activities.

It can be said that the budget year starts with the Budget Bill published by the government in the autumn, and ends with the plan of operations and budget for coming years that is adopted by the university before the summer begins. Finance during the year is accounted every fourth month.

An important part of the annual calendar is the quality follow-up that is submitted as an annual report in December each year. Further, the annual report of the university as a government agency is submitted to the ministry in February each year. Quality assurance in general follows a six-year cycle for planning, execution and follow-up.

Plan of operations

Omslag LiU:s verksamhetsplan och budget för 2020 samt plan för 2021-2022Linköping Uninversity VP 2020The LiU plan of operations is to define directions of work during the coming three-year period. It presents also the more long-term work with setting priorities for the development of the university in the medium and long terms.

Linköping University is currently undergoing a period of extensive change. We are establishing a new departmental structure to create the conditions required for renewal of humanities and social sciences for the future, and to create stronger collaboration with the health and medical care system from our medical education and research. We have carried out a review intended to provide robust, efficient and uniform administrative support for all units at LiU. The process for our operational planning has also been changed in recent years to enable a dialogue with co-workers that gives increased transparency and clarity in our strategy and our high-priority choices.

High-priority choices
Show/Hide content

The high-priority choices made by LiU provide unambiguous encouragement to everyone in the organisation to contribute, with their unique ability and position, to the university achieving its objectives. Parallel to the activities that are created at the various operational units, which are presented in documents at different levels, many common long-term initiatives are being put in motion at a central level.

Develop LiU’s work with lifelong learning

The priority area relating to developing LiU's work with lifelong learning is based on the following outcome images:

  • Lifelong learning is a strong, attractive and high-profile part of the education offered by LiU and is carried out in close interaction with relevant societal bodies.
  • LiU offers continuing and further education that is characterised by flexible and suitable forms of teaching, and easy access both in time and location.
  • The recruitment, allocation of personnel resources and further education of teachers at LiU takes into consideration the needs for expertise of commissioned education in the same way as those of educational activities financed by the central governmental grant.

 

Muster our forces to meet the digital transformation

The priority area relating to mustering LiU's forces to meet the digital transform is based on the following outcome images:

  • The learning outcomes of LiU’s education are based on sustainable knowledge and skills that include the long-term digital transformation occurring in professional life and in society in general.
  • LiU offers excellent opportunities to execute and make available education and research with the aid of digital tools and support systems.
  • LiU’s teachers are well-equipped to manage digital tools and various forms of e-learning.
  • LiU's research results and research data are open and freely available.

 

Increase the transfer of LiU’s knowledge assets

The priority area relating to increasing the transfer of LiU’s knowledge assets is based on the following outcome images:

  • Advanced knowledge is available at LiU concerning how various research and educational environments can transfer research results, and promote societal development based on knowledge.
  • New routes to collaborative production and transfer have developed, in which the knowledge produced can reach practical use.
  • LiU’s research reaches a broad audience and makes an impact in societal debate.
  • Successful examples of transfer have been documented, and case studies published.
  • Collaboration and utilisation are integrated components of LiU’s quality assurance system for research and education.

 

Develop work with fundamental values at LiU

The priority area relating to developing work with fundamental values at LiU is based on the following outcome images:

  • LiU’s operations are characterised by democratic values and a strong and well-defined set of academic values focussed on credibility, trust and transparency.
  • Research at LiU follows the principles of good research practice with high demands on transparency throughout the research process.
  • The education at LiU has learning outcomes that enhance the core values of the students.
  • The work environment at LiU promotes respect for the personal integrity of all co-workers and students, and unceasing work to counteract sexual harassment and other discrimination.
  • Leadership and employeeship are guided by LiU’s core values for a positive workplace.

Objectives and indicators
Show/Hide content

Objectives and indicators for three areas are described below: education at basic and advanced levels, research and research education, and collaboration/utilisation. The objectives and indicators are illustrated in the LiU strategy map.

Education – objective and indicators

The strategic objective adopted by LiU for education at basic and advanced levels is to:

Attract promising students at all levels and produce sought-after graduates for a sustainable society in a changing world.

This is to be achieved by the university “advancing our profile as a campus-based and programme-based university with innovative, challenging and student-inclusive programmes.” The university is also to continue the development of digital resources for learning.

The following two indicators and quantitative targets have been set by the University Board:

  • Establishment in the labour market, for which the target value is that the comparative index of LiU is to be among the top three institutions of higher education in the UKÄ reports for establishment in the labour market.
  • Fraction of national applicants who put LiU as their first choice of educational programme (autumn term), for which the target value is that this should be at least 5.50%.

Research – objective and indicators

The strategic objective adopted by LiU for research is to:

Produce and disseminate research findings with international impact.

This is to be achieved by the university “strengthening and developing internationally vigorous research environments that also take responsibility for education and collaboration.”

The following two indicators and quantitative targets have been set by the University Board:

  • Field-normalised citation index, for which the target is minimum 1.15.
  • Fraction of external research grants from the Swedish Research Council, for which the target is at least a mean value of 7% for the most recent three years.

 

Collaboration and utilisation – objective and indicators

The strategic objective adopted by Linköping for collaboration is to:

Contribute to knowledge-based social development.

This is to be achieved by the university “advancing and strengthening collaboration with the surrounding society.”

The following two indicators and quantitative targets have been set by the University Board:

  • External grants: the measure for which is LiU’s fraction of the external grants from the EU framework programmes (excluding the European Research Council, ERC) and from Vinnova granted to Swedish institutions of higher education. The target value in each case is 8%.
  • Personnel mobility: the indicators for which are the fraction of adjunct teaching positions, for which the target is 10%, and the fraction of doctoral students employed by external bodies, for which the target is approximately 20%.

Related documents
Show/Hide content

Linköping University strategy map

LiU Plan of Operations (Verksamhetsplan och budget för 2020 samt plan för 2021-2022, in Swedish)