How the Strategy Unit and VUB LRN support and facilitate the GSP6 process

The new strategic plan is taking a two-track approach. The two tracks will run in parallel, but they have different time horizons. The first is linked to Jan Danckaert’s second term as Rector, from 2027 to 2031. The second – GSP6 – looks ahead to 2034 and asks a fundamental question: what kind of university do we want to be eight years from now? As Chris Beirens explains, responsibility for the content of this process lies with the Rectorate, the Vice-Rectorates, the mandate holders and policymakers at all levels of consultation. They discuss, make decisions and shape policy.

Sarah: “Our role is to guide this process. We provide the tools and set out timelines so that they can carry out this exercise in a structured way. Together with VUB LRN, we have developed a learning programme for this purpose. More specifically, it consists of internal learning and exchange sessions, with modules that bring senior management and policymakers together around topics such as strategic thinking, policy development, organisational change and participatory leadership.”

For this learning programme, VUB is working with Gingko, an external partner specialising in leadership and change management, with experience in the higher education sector.

During the LRN sessions, possible future scenarios are put on the table, exploring what the world might look like in one, five or ten years’ time. The next step is to consider what role the university can play and what choices we need to make today to develop a robust, future-oriented plan. Terms such as ‘black swans’ – rare, unexpected events with a major impact, such as Covid-19 – and ‘grey rhinos’ – major, visible risks heading our way but sometimes underestimated – soon enter the discussion.

Chris: “Artificial intelligence could be considered a grey rhino. Not because we underestimate its importance, but because we do not yet know exactly what impact it will have on our research, education and operations. That is precisely why, during the previous policy term, the Rector appointed Professor Vincent Ginis as the mandate holder for Artificial Intelligence. An environmental analysis that we commissioned in preparation for the GSP6 process has already made one thing clear: AI will change the way we teach, conduct research, study and work.” 

Artificial intelligence is not the only challenge. The university has been operating in a rapidly changing environment for some time now, and this is unlikely to become any easier in the future. How should universities position themselves in a changing education landscape, where an increasing number of organisations outside higher education are also offering educational programmes? And how can the university safeguard its academic freedom in an increasingly turbulent geopolitical context?

Chris: “We are not going to find ready-made answers to these questions straight away. But GSP6 is an opportunity to step outside our comfort zone and think about these issues broadly and deeply. We are questioning our business model and looking at where the greatest challenges lie. We then consider the ‘no-regret moves’ we can make now. These are sensible steps that will be useful whatever the future holds and that can already prepare us for possible future scenarios.

The strategic plan must not become a dead letter, gathering dust in a drawer until the next strategic exercise. This requires broad support. So how do you build that support?

Chris: “By communicating regularly throughout the entire process. But that alone is not enough. We are committing to clear results, with defined objectives linked to the people, time and resources available. We will monitor progress through action plans with clear milestones, budgets and indicators. This will allow us to closely track implementation. This way of working also responds to an explicit request from the Academic Council and the Board of Governors.”

Sarah: “At M&O, we are developing a framework to support the organisation in its business processes. We are taking a people-centred approach. Through VUB LRN, we will also offer workshops from spring 2027 onwards, where the management teams of faculties and central departments will work on translating the policy into a concrete approach for their own unit. We want everyone on board.”