Four impulses
for a strong start
Through each of our core tasks, we will work to achieve all of Amsterdam UMC’s ambitions in the coming years. And we’re already well on our way, with many of our ambitions now clearly embedded in the organization, or in newly created programs.
Four ambitions will require an additional ‘impulse.’ The organization still has a long way to go in these areas, which is where we’ll be focusing our collective efforts. Our teams and departments know where and how they can make the biggest impact. This applies to the impulses, but also to all the other ambitions of the 2025-2030 strategy.
Each impulse will have its own roadmap, outlining all the key objectives and the steps we need to take to achieve themWe’re counting on everyone to contribute their knowledge, experience and energy in achieving our objectives. Agility will also be crucial, as we’ll need to be able to adjust the impulses along the way.
Impulse 1: Taking the initiative to shape tomorrow’s healthcare
We can and must do more to help shape the healthcare of the future. Our community and partners are counting on us. We’re proactive, take responsibility and stand up for what we believe in. As a major academic medical center affiliated with two universities, we use our knowledge and influence to improve tomorrow’s healthcare.
We engage with policymakers, politicians and other stakeholders by sharing our experiences and insights. We’re also clear about what we stand for and how our experience and insights can be used to address social issues.
We share new knowledge and expertise as widely as possible with our partners and the rest of society, mapping out key dissemination channels and exploring how to expand them. Our colleagues are able to identify what they need to increase their social impact, and proactive behavior is encouraged and rewarded. This is how we fulfill our core task of valorization and increase our social impact.
Impulse 2: Health and sustainability insights are applied in each core task
Our scientific research on health promotion and sustainability provides many important new insights, which we’ll be applying even more systematically in our core tasks. These include successful interventions for more sustainable care or better health, which should be continuously applied in healthcare as well as in the education of future professionals.
Each of the four core tasks contributes to sustainability and health in its own way. By bolstering mutual cooperation, we can combine our strengths to make an even greater social impact in this area. This requires an inquisitive attitude towards the work of our colleagues, multidisciplinary collaboration, sharing of best practices and trust in each other’s expertise. Together and individually, we take responsibility for a sustainable and healthy future.
Impulse 3: Moving forward together in the digital transformation
Data and digitalization offer enormous opportunities to optimize our work processes and increase job satisfaction. But while we’re eager to explore new possibilities and innovative ways of working, we don’t want to lose sight of the importance of human contact and job security.
This digital transformation is bringing major changes. That’s why it’s important to ensure that all of our colleagues, regardless of their job or knowledge level, receive the support and training they need. We use a variety of learning methods to meet employees’ preferences, from traditional learning paths to innovative knowledge sessions and hands-on training. Amsterdam UMC is – and will continue to be – an adaptive organization, with a dynamic learning culture when it comes to data and digital skills. Together, we’re setting course for an inclusive digital future.
Impulse 4: More flexibility and customization for current and future employees
To better meet the needs of our different colleagues, we’re bringing more flexibility and customization to the way our teams organize their work. This will make it easier to adapt tasks and work schedules to people’s personal situations, while creating more opportunities for dual employment and customization in the alignment between work and education. In doing so, we’ll always strive to strike the right balance between the interests of the team and those of individual colleagues.
This impulse puts the spotlight on existing initiatives and encourages teams and managers to take the lead when it comes to greater flexibility and customization. Teams will identify their flexibility needs and discuss how to meet them. Any barriers to flexibility – in the organization or in the work culture – will be addressed together.
Four impulses
for a strong start
Through each of our core tasks, we will work to achieve all of Amsterdam UMC’s ambitions in the coming years. And we’re already well on our way, with many of our ambitions now clearly embedded in the organization, or in newly created programs.
Four ambitions will require an additional ‘impulse.’ The organization still has a long way to go in these areas, which is where we’ll be focusing our collective efforts. Our teams and departments know where and how they can make the biggest impact. This applies to the impulses, but also to all the other ambitions of the 2025-2030 strategy.
Each impulse will have its own roadmap, outlining all the key objectives and the steps we need to take to achieve themWe’re counting on everyone to contribute their knowledge, experience and energy in achieving our objectives. Agility will also be crucial, as we’ll need to be able to adjust the impulses along the way.
© Amsterdam UMC 2025
Impulse 4: More flexibility and customization for current and future employees
To better meet the needs of our different colleagues, we’re bringing more flexibility and customization to the way our teams organize their work. This will make it easier to adapt tasks and work schedules to people’s personal situations, while creating more opportunities for dual employment and customization in the alignment between work and education. In doing so, we’ll always strive to strike the right balance between the interests of the team and those of individual colleagues.
This impulse puts the spotlight on existing initiatives and encourages teams and managers to take the lead when it comes to greater flexibility and customization. Teams will identify their flexibility needs and discuss how to meet them. Any barriers to flexibility – in the organization or in the work culture – will be addressed together.
Impulse 2: Health and sustainability insights are applied in each core task
Our scientific research on health promotion and sustainability provides many important new insights, which we’ll be applying even more systematically in our core tasks. These include successful interventions for more sustainable care or better health, which should be continuously applied in healthcare as well as in the education of future professionals.
Each of the four core tasks contributes to sustainability and health in its own way. By bolstering mutual cooperation, we can combine our strengths to make an even greater social impact in this area. This requires an inquisitive attitude towards the work of our colleagues, multidisciplinary collaboration, sharing of best practices and trust in each other’s expertise. Together and individually, we take responsibility for a sustainable and healthy future.
Impulse 1: Taking the initiative to shape tomorrow’s healthcare
We can and must do more to help shape the healthcare of the future. Our community and partners are counting on us. We’re proactive, take responsibility and stand up for what we believe in. As a major academic medical center affiliated with two universities, we use our knowledge and influence to improve tomorrow’s healthcare.
We engage with policymakers, politicians and other stakeholders by sharing our experiences and insights. We’re also clear about what we stand for and how our experience and insights can be used to address social issues.
We share new knowledge and expertise as widely as possible with our partners and the rest of society, mapping out key dissemination channels and exploring how to expand them. Our colleagues are able to identify what they need to increase their social impact, and proactive behavior is encouraged and rewarded. This is how we fulfill our core task of valorization and increase our social impact.
Impulse 3: Moving forward together in the digital transformation
Data and digitalization offer enormous opportunities to optimize our work processes and increase job satisfaction. But while we’re eager to explore new possibilities and innovative ways of working, we don’t want to lose sight of the importance of human contact and job security.
This digital transformation is bringing major changes. That’s why it’s important to ensure that all of our colleagues, regardless of their job or knowledge level, receive the support and training they need. We use a variety of learning methods to meet employees’ preferences, from traditional learning paths to innovative knowledge sessions and hands-on training. Amsterdam UMC is – and will continue to be – an adaptive organization, with a dynamic learning culture when it comes to data and digital skills. Together, we’re setting course for an inclusive digital future.
