{"id":199697,"date":"2026-09-29T16:00:27","date_gmt":"2026-09-29T14:00:27","guid":{"rendered":"https:\/\/www.erasmusmagazine.nl\/en\/?p=199697"},"modified":"2026-09-29T16:00:36","modified_gmt":"2026-09-29T14:00:36","slug":"de-universiteit-van-2035-hoeft-geen-superpowerhouse-te-worden-uitstekend-onderwijs-en-onderzoek-zijn-ambitieus-genoeg","status":"publish","type":"post","link":"https:\/\/www.erasmusmagazine.nl\/en\/2026\/09\/29\/de-universiteit-van-2035-hoeft-geen-superpowerhouse-te-worden-uitstekend-onderwijs-en-onderzoek-zijn-ambitieus-genoeg\/","title":{"rendered":"\u2018The university of 2035 does not need to become a Superpowerhouse. Excellent teaching and research are ambitious enough\u2019"},"content":{"rendered":"\n
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\n\t\n\n<\/svg>\n<\/span>\n\tImage by:<\/span>\n\n\t\t\t\n\t\t\t\t\t\t\tSonja Schravesande<\/a>\t\t\t\t\t<\/span>\n\t<\/p>\n<\/figcaption><\/figure>\n\n\n\n

Anyone entering the Erasmus University campus in 2035 immediately notices that major changes have taken place here. Above the entrance it no longer says \u2018Erasmus University Rotterdam\u2019, but \u2018EUR Global Academic Superpowerhouse\u2019.<\/p>\n\n\n\n

Individual faculties no longer exist. In 2028 they were merged into three academic powerhouses, which after an evaluation in 2030 were combined into one Superpowerhouse.<\/p>\n\n\n\n

 That was more efficient, although an extra administrative layer was added. At the top sit a president, three vice-presidents, six deans without faculty and a Chief Superpowerhouse Alignment Officer, who makes sure everyone moves in the same direction.<\/p>\n\n\n\n

Teaching is provided by Knowledge Delivery Associates. They used to be called lecturers. Each of them teaches eight courses, supervises students and is allowed to do research on Friday afternoon between 4pm and 4.30pm, provided they have completed the mandatory e-learning module Social Safety in Strategic Transitions.<\/p>\n\n\n\n

Since 2031, PhD candidates have been called \u2018early-career output units\u2019. That sounds less personal but makes it easier not to renew contracts. After a highly successful pilot at the former RSM, the entire university is now extremely lean and mean. Mostly lean.<\/p>\n\n\n\n

For years, the number of academics fell faster than the number of policy makers around academia. In 2035, each researcher is matched by a policy adviser, a programme manager, a communications partner and 0.4 change management specialist. One professor still teaches in person. She is photographed every year for the annual report and gives her farewell lecture at the end of the year.<\/p>\n\n\n\n

The great taxi transition<\/strong><\/h2>\n\n\n\n

Expense claims took on a special place in the history of the new university. In the twenties there was commotion about taxi rides by members of the Executive Board. Later it turned out society had misunderstood this. They were not taxi costs, but investments in executive mobility.<\/p>\n\n\n\n

That is why the Taxi Transformation Programme was created in 2029. Board members could have important thoughts while travelling. A trip from Rotterdam to The Hague henceforth counted as a mobile strategy session. The train was less suitable for that. There they could encounter ordinary staff members, with the risk of spontaneous internal dissent.<\/p>\n\n\n\n

The extra taxi costs caused by the private move of the chair of the Executive Board were henceforth referred to as \u2018strategic mobility costs of institutional leadership\u2019. When an employee asked why his extra metro costs after a move to Nesselande were not reimbursed, the explanation was short but clear. His move was a personal choice, the chair\u2019s move was leadership.<\/p>\n\n\n\n\t

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Een lijst met artikelen<\/h2>\n\t\t\n\t\t
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