As dean, I’m delighted to share news of our latest faculty promotions. This year, we’re especially thrilled to announce that out of nine new full professors, five are women, alongside one new female associate professor. These promotions are a testament to the exceptional talent and dedication across our faculty, reflecting our commitment to an environment where everyone can thrive and reach their full potential.

This progress aligns with our broader goal of fostering career advancement that is both inclusive and based on the highest standards in teaching, research, and service. 

In addition to celebrating these achievements, I’d like to introduce the newly published report on a proposed renewed career system. This report outlines potential pathways to create a more stable and supportive working environment for all faculty members. Over the coming months, we will engage in discussions around these recommendations, gathering input from all stakeholders. Our shared goal is to establish a career structure that provides clear, attainable milestones and fosters both professional growth and well-being. It is essential that our approach to career advancement and international recruitment is built on a well-defined framework, with transparent standards and a stable, supportive work environment.

At the school level, we will soon provide details on a renewed financial system that reflects a clearer faculty profile. This topic, among others, can be discussed at the December school breakfast meeting and other relevant forums.

I encourage everyone to participate in these upcoming conversations, sharing your perspectives and ideas. Together, we can shape a career system that not only supports academic excellence but also builds a thriving, inclusive academic community.

I would like to share reflections on two recent, significant discussions with focus on the School’s strategic direction. On October 16-17, we held a management retreat centered on key faculty matters, with  emphasis on reexamining our school’s financial model at a foundational level. I deeply appreciate the openness and collegiality demonstrated by all department heads. Your collective willingness to understand the distinct challenges across departments, coupled with a strong commitment to constructive collaboration, has been invaluable. This exchange has laid a strong foundation and is a first step for developing a sustainable, equitable model that aligns resources with departmental and school-wide priorities.

In addition, on October 21, we held our “verksamhetsdialog” with KTH’s leadership, including the president, vice president, faculty dean, and faculty vice dean. This session covered several  points: our strategies for enhancing teaching revenues, initiatives for sustaining high-quality education programs, the school’s financial performance, and our broader research and reform agenda. A key message conveyed was that research at the SCI school serves as a flagship for KTH, reflecting our success in securing competitive grants and achieving international distinction. However, we highlighted challenges in two particular areas where we feel our potential remains underutilized. First, theoretical research often lacks access to comparable levels of external funding despite our considerable strength and potential in this domain. Second, research requiring specialized laboratory resources faces unique funding limitations when compared to larger, more generalized research infrastructures.

Both the retreat and the operational dialog underscore our shared commitment to fostering an environment of academic excellence through transparent and constructive collaboration.

At SCI, we believe that fostering an inclusive and diverse academic environment is essential for innovation and growth. With that in mind, we are excited to announce the launch of new web pages designed to create a more inclusive and informative platform for our community: Inclusion@SCI

Our school has a rich history of attracting a diverse range of international students and faculty, creating a unique blend of cultures and perspectives. In fact, around 50 percent of our academic staff at SCI come from foreign backgrounds, underscoring our commitment to fostering diversity. This trend is also reflected across KTH, where the total number of students with a foreign background has increased from 25-29 percent in the early 2000s to around 35 percent of all newly admitted students over the past five years. In 2023, foreign doctoral students made up 65 percent of the first-year cohort, while in 2022, 46 percent of the newly admitted students consisted of individuals with a foreign background.

This cultural diversity is not only part of our culture but also a key strength in our academic and research excellence. Rather than viewing it as a challenge, we see it as an opportunity to build a more dynamic and creative academic environment where everyone’s contributions are valued.

While we believe the launch of these new web pages is a step in the right direction, we know there is always room for improvement. Your feedback will be invaluable as we continue to enhance our platforms.

Together, we can continue building a more inclusive and vibrant academic community.

As KTH embarks on a period of more collegial management, with increased involvement from school management and faculty boards, I’d like to share my views on what this shift means for us. This new approach emphasizes that while management provides overall direction, we as faculty members will take on significant roles, blending our academic expertise with collaborative decision-making.
Effective management decisions depend on open, two-way communication. Our collegial approach involves more than just receiving information; it requires us to actively seek it out, engage in meaningful discussions, and balance our critical perspectives with trust in those leading the process. 

In this context, the school’s implementation plan for KTH’s action plan for 2024-2026 is now available [Download the document (SWE)]. This document outlines the strategic actions we will undertake and provides a framework for our work. I encourage you to review it thoroughly.
Our upcoming school-faculty breakfast on September 11 will provide an opportunity to discuss these implementation points. I will also give an overview of the ongoing actions at both the central and school levels, which will be subjects of discussion during the fall. I invite you to attend, ask questions, and share your insights. Your participation is crucial for ensuring that we align our efforts and move forward effectively.

Balancing open dialogue with trust in our leadership is not always straightforward, but it is a necessary part of building a responsive and effective academic community. While achieving this balance can be challenging, it is essential for our success and worth striving for.