the future
Our journey into
For the rest of this year, we’ll continue to explore how we can help shape Amsterdam UMC’s future together. The programme started last December, and the goal is to complete the new long-term strategy by the end of this year. Where are we now and what’s going to happen in the coming months? And what’s your role in this process?
are we now?
Where
April - May | Orientation
What will these developments mean for Amsterdam UMC? How will we relate to these trends? These questions were further explored in expert sessions centred around seven key themes. There were also sessions for managers aimed at encouraging strategic thinking throughout the entire organisation.
December - May | Scan
We asked internal and external experts how they see the future of Amsterdam UMC and what their expectations are. What are Amsterdam UMC’s strengths, what opportunities can we seize and what choices do we need to make? A brief overview of the results of these discussions is available in the first issue of NOWmagazine. In the TrendTalks inspiring speakers brought us up to date on social developments that are important to what we do.
June - July | Decision-making
The key themes have been identified, and the questions and options for each theme have been fleshed out. Now it’s time to come together and make decisions about the broad strokes. What choices do we want to make? What do we want to prioritise and focus on? What don’t we want to do anymore? Every colleague will have a chance to weigh in on these questions, as will the patient panel. All this input will eventually be brought together at a two-day strategy meeting attended by 200 managers, experts and representatives from each of our four core tasks (healthcare, research, education & training and valorization).
August - December | Development
The decisions and focus areas from the previous phase are fleshed out, and the strategy’s main elements are determined. This eventually results in a new long-term strategy, which is then formally approved by the Executive Board, the participation bodies and the Supervisory Board.
Want to stay informed?
Updates about this project will be posted on Tulpintranet, under the Strategy development theme. If you have any questions, please email strategie@amsterdamumc.nl.
2025 and beyond
The new strategy will inform our decisions and actions in the coming years, based on a long-term perspective. It must be clear, but also flexible enough for us to make changes when circumstances demand it. The strategy will focus on Amsterdam UMC’s four core tasks: healthcare, research, education & training and valorization.
2025 and beyond
The new strategy will inform our decisions and actions in the coming years, based on a long-term perspective. It must be clear, but also flexible enough for us to make changes when circumstances demand it. The strategy will focus on Amsterdam UMC’s four core tasks: healthcare, research, education & training and valorization.
Where are we now?
© Amsterdam UMC 2024
For the rest of this year, we’ll continue to explore how we can help shape Amsterdam UMC’s future together. The programme started last December, and the goal is to complete the new long-term strategy by the end of this year. Where are we now and what’s going to happen in the coming months? And what’s your role in this process?
June - July | Decision-making
The key themes have been identified, and the questions and options for each theme have been fleshed out. Now it’s time to come together and make decisions about the broad strokes. What choices do we want to make? What do we want to prioritise and focus on? What don’t we want to do anymore? Every colleague will have a chance to weigh in on these questions, as will the patient panel. All this input will eventually be brought together at a two-day strategy meeting attended by 200 managers, experts and representatives from each of our four core tasks (healthcare, research, education & training and valorization).
August - December | Development
The decisions and focus areas from the previous phase are fleshed out, and the strategy’s main elements are determined. This eventually results in a new long-term strategy, which is then formally approved by the Executive Board, the participation bodies and the Supervisory Board.
December - May | Scan
We asked internal and external experts how they see the future of Amsterdam UMC and what their expectations are. What are Amsterdam UMC’s strengths, what opportunities can we seize and what choices do we need to make? A brief overview of the results of these discussions is available in the first issue of NOWmagazine. In the TrendTalks inspiring speakers brought us up to date on social developments that are important to what we do.
Want to stay informed?
Updates about this project will be posted on Tulpintranet, under the Strategy development theme. If you have any questions, please email strategie@amsterdamumc.nl.
April - May | Orientation
What will these developments mean for Amsterdam UMC? How will we relate to these trends? These questions were further explored in expert sessions centred around seven key themes. There were also sessions for managers aimed at encouraging strategic thinking throughout the entire organisation.