Strategy

ZHdK Living Strategy – Embracing change as an opportunity

Since 2024, ZHdK has been pursuing a modern, agile strategy process. This “Living Strategy” enables the University to respond better to its dynamic environment, adapt to the needs of its stakeholders, and continuously take its own resource situation into account.  

It replaces the previous static four-year strategy cycles and creates a long-term basis for future development.

decorative image
decorative image

Strategic guidelines 

As part of the Living Strategy, strategic guidelines were developed and approved by the University of Applied Sciences Council. 

Strategic Guidelines (PDF)

The strategic guidelines are the result of a participatory process. They were compiled at various events with ZHdK managers and at the University-wide Strategy Day 2023, which was attended by around 180 university members. They formulate ambitions, set action-oriented goals, and bundle strategic topics into fields of action. 

decorative image
decorative image

Ambition and goals

ZHdK has set itself two action-oriented goals: bundling strengths and unleashing potential. These goals create scope for the continuous and sustainable fulfillment of its performance mandates. 

ZHdK’s ambition is to remain one of the world’s leading Art Universities and Colleges of the Arts. It aims to have a conscious impact on society through its offerings, results, and insights in the arts. 

Priorities in the Fields of Action

ZHdK’s strategic themes are grouped into four Fields of Actions:

General framework

  • Review our organization, structures and committees to simplify management and decision-making
  • Explore the arts university model 

Service provision

  • Review and further develop our degree programmes and service portfolio
  • Promote technological innovation and creative diversity in research and in the arts
  • Expand transfer orientation
  • Further develop international and intercultural orientation
  • Discuss quality standards 
     

Culture

  • Translate, anchor and invigorate values
  • Strengthen our leadership and support culture
  • Foster trust-based cooperation 

University-wide domains and processes

  • Expand staff policy, staff and talent development 
  • Simplify processes
  • Improve project management




     

Prioritized topics

Simplifying Organisation and Committees 

In order to create freedom, the University Board has set an initial priority in the Field of Action “General framework” based on feedback from University-wide stakeholders on the topic of “Simplifying Organizations and Committees.” 

Using a circular model (business circles, service circles, and coordination circles), ZHdK is simplifying its organization with clear responsibilities. This strengthens the University in its core tasks – teaching, research, and continuing education – and promotes the excellence of its students and employees, enabling them to make a socially relevant contribution and shape their careers both within and outside the cultural sector. 

decorative image

Further developing the service portfolio

In order to seize change as an opportunity, ZHdK continuously reviews its range of services in line with demand and with an eye on its own financial and human resources. The University Board has identified this as the next priority in the “Service provision” field of action. 

The University has created the conditions for this with measures such as the Major-Minor study model. It is driving innovation both by developing existing programmes (e.g., the majors “Art:ificial Studies in Fine Arts” and “Critical Social Practice in Art Education”) and by launching new programmes in the fields of immersive arts and creative economies, where Minor programmes have been developed and research and funding have been acquired. 

decorative image
decorative image
decorative image
decorative image

Strategy process

The Living Strategy is an ongoing process: the University Board regularly reflects on and develops the strategic topics through reflection meetings, workshops, and exchanges with stakeholders. Progress is recorded quarterly in the strategy map and further processed. 

decorative image
decorative image