Fit for Future

5. Iteration

Change management is the key

On 29 August 2024, for the third time a so called Syntegration Workshop (German) on the topic “future competitiveness of the University of Bern” was held as part of the Fit for Future program. In the final edition of this kind, the goal was to validate the topics and projects and develop them further.

On 29 August 2024, the time had come again: members of the faculties and the central administration units, as well as representatives of the SUB and MVUB, came together to discuss what needs to be done today to ensure that the University of Bern will still be competitive in 20 years' time. In addition to discussing the status of the projects and the challenges, the aim this time was also to adjust the Fit for Future program by removing the projects from the action areas that have been completed, are well advanced or are consolidated in their progress.

In various group formations, the 12 FfF topics were the subject of lively discussion and informal exchange was fostered during the numerous short breaks - a major benefit of the event, in the view of Prof Myrach, Vice-Dean of the WISO Faculty. On the other hand, he finds it somewhat problematic that the participants in the individual group discussions do not always have a direct professional connection to the topic being discussed or have worked in the respective working groups. Naima Hillman from the SUB, who took part for the first time this year in the role of an observer and will represent the SUB at future events, could profit from the fact that she had already come into contact with many of the topics in her function at the SUB. Her impression of the event was positive: ‘There are huge challenges and it's stimulating to get so many perspectives at once.’ Irene Strobel, the new Head of Human Resources, was also there for the first time and enthuses that ‘as a newcomer, it was a great opportunity to immerse myself more closely in the topics and action areas, to get to know people better and to be able to exchange ideas’.

 

The action areas

While the direction of some action areas  is undisputed and the projects are progressing or have already been completed, other project groups are facing bigger challenges. The most important statements from the group meetings on some of the action areas are summarized below.

Digital Transformation

The aim of the digital transformation should primarily be to simplify the working environment at the university and reduce redundant applications. On the other hand, an awareness must be created in the units of the central administration and in the faculties that the framework conditions (external requirements) of the university - e.g. with regard to data security and data protection or the demands of funders - entail additional requirements that must be taken into account. Employees must be accompanied through the transformation by appropriate change management - fears and concerns must be listened to and taken seriously.

New workplace concepts

In the project “new workplace concepts”, a pilot was launched in the Building development office and in the Facility Management office in 2024. Project manager Fabian Lüthi reports that the response was mixed and the intensity of the resistance had been underestimated. The group discussion is also controversial. Everyone agrees that the topic of ‘space and room allocation is closely linked to the topic of leadership responsibility and that it is important for managers to be prepared to give up their individual offices. It is equally important to take into account the different ways of working at the university, to identify needs and to incorporate them into the various models. Critical voices doubt that a daily change of workplace will contribute to the attractiveness of the University of Bern and point out that it is difficult to do justice to all employees in an open-plan office. In some larger companies, the ‘New Work’ concept has already been abandoned. Nonetheless, it is necessary to react to the scarcity of space and, where possible, to respond to the changed forms of working and make positive use of the reorganisation.

UniBE Life

The group agrees that there is still room for improvement in terms of shared values and the sense of belonging to the university as a whole among the employees. Managers need to take responsibility and further measures such as the implementation of ‘Welcome Packages’ should be considered as identity-building ways for new employees to join the university. Also regarded as desireable are more unifying events such as the ‘Night of Research’, which help to overcome the boundaries between faculties and central units.

Shortage of space

So far, efforts to obtain more space or to realize building projects have met with little success. The University is dependent on the Canton of Bern, which does not have the necessary financial resources to realize the projects. At the same time, the university lacks the lobbying power to apply sufficient pressure through politics.

To bridge the gap, interim uses ( “Bettenhochhaus” Insel / Tiefenau hospital) have been examined, but unfortunately without success, as the room structures do not meet the requirements of the University of Bern. Locations outside of Bern would not reduce costs either, as laboratory space in particular is required. The only scope for action at university level is therefore the optimized use of existing premises and the creation of collaborations.

In order to achieve more significant improvements, systematic lobbying is necessary, which must be underpinned by good figures in order to be able to substantiate the shortage of space; it is also recommended that more quality arguments be put forward to political decision-makers.

University structures

Following the consultation phase and the summer break, the project and its sub-projects now need to be initiated. The central objective is the introduction of departmental structures in the faculties and the subsequent bundling of administrative tasks.

Rector Virginia Richter is aware that the changes will have a major impact on the everyday lives of faculty members, which is why careful monitoring and communication is essential.

The reorganization within the Faculty of Humanities, in which a new department was established due to the crisis in the ISNO (housing  Middle Eastern Linguistics and Cultural Studies, Religious Studies, and Social Anthropology) is seen as an opportunity. In order not to lose sight of the goal of simplified processes, solutions must be found for the faculties that take their diversity into account, but nevertheless provide harmonised structures in administrative aspects.

 

Leadership culture and change management

Up to now, the main focus has been on leadership training, which manifested itself in the CAS Academic Leadership. Additionally, Prof. A Hack was engaged to help establish professional change managementby conducting interviews with members administrative units, from which measures are now to be derived.

The group emphasizes the value of the CAS and the courses that can be taken individually, but fears that it is often those who particularly need it who do not attend these courses. It was noted that there is no actual university leadership mission statement, although the university's values are set out in the principles of Strategy 2030.

Information on the current status of the other action areas can be found under the following links.

What happens next

In addition to the status of the projects and the discussions about the challenges facing the action areas, the participants also considered how the Fit for Future programcould continue and which aspects should be given greater consideration. The importance of communication and change management, the prioritization of projects and the exchange of best practice were mentioned particularly frequently. The suggestions will now be considered by the Executive Board of the Univerisity and the program will be adapted accordingly.  It was agreed that the Fit for Future program should continue to provide a format where ideas can be shared across organizations and stands.