We Need to Create Both Greater Coordination and Stronger Educational Communities
In November, staff and students will elect representatives to SDU Business School’s new study boards.
At the same time, preparations for the new structure are already well underway. But what is the ambition behind the new model, and what challenges need to be addressed before the new model is fully in place? We spoke with Director of Education Christian Elmelund-Præstekær.
Where does the work on the new study board structure stand right now?
"We are well underway with the preparations. An administrative team is working to create an overview of the many tasks that need to be completed before the new structure is implemented at the turn of the year. We have received a great deal of valuable feedback during the consultation process, and we are now actively using that input in the next phase of the work."
According to Christian, the coming months will focus both on putting the practical framework in place on building awareness of the new model among staff and students.
What will the first tasks be?
"One of the very first things we need to get right is communication information about the elections. Not everyone is aware that we are introducing a new study board structure, so visibility during the nomination period will be crucial."
To support this, dialogue sessions are being planned with current Study Board members, vice chairs and student organisations. In addition, an online information meeting will be held for prospective candidates.
"We want to ensure that both staff and students have a solid basis for deciding whether they would like to get involved."
What is the ambition behind the new structure?
For Christian, the new model rests on two equally important ambitions.
"On the one hand, we want a stronger overall perspective across all SDU Business School programmes. On the other hand, we want an even closer focus on each individual programme. That may sound like a contradiction, but the ambition is precisely to achieve both."
He sees particular potential in having one joint Study Board that can take a more strategic view of the programme portfolio as a whole.
"I am looking forward to having a forum where we can more actively discuss the connections between our programmes. One example is the transition from bachelor's to master's programmes, which is one of the most important transitions in students' educational journeys. There is also significant potential for programmes to learn from one another's experiences."
How will you ensure that individual programmes continue to have a voice?
This was also a key topic during the consultation process. "Some programmes naturally have a stronger presence than others in the current forums. With the new structure, all programmes will have a clearer forum through the programme committees, where programme-specific issues can be discussed." Christian points out that programmes such as Cand.merc.aud. and MMA will have their own committees.
"I am very much looking forward to that. Every programme should have a place where students and staff feel that their perspectives are heard and where the development of their specific programme can be discussed."
What concerns were raised during the consultation process?
One of the recurring themes in the consultation responses was the balance between case handling and programme development.
"Several respondents highlighted a risk that meetings could become dominated by student cases, leaving insufficient time for broader development discussions. That is a concern we take seriously."
This is precisely why work is already underway to define the division of responsibilities between the study board, programme committees, chairs, and administration. "We need to find the right balance. The study board naturally has an important formal responsibility, but we must also ensure that there is room to discuss quality, development, and the long-term direction of our programmes."
Some have pointed out that SDU has used similar models in the past. What makes this time different?
"It is true that some colleagues remember previous experiences and ask why we are returning to something that did not work optimally at the time. However, the context today is completely different."
Where study board work previously took place within a structure shaped by competing departmental interests, SDU Business School now operates as one unified organisation.
"We now have a shared structure and a shared ambition to develop the entire business school programme portfolio. That provides a fundamentally different starting point than before."
How will you ensure that individual programmes continue to have a voice?
This was also a key topic during the consultation process.
"Some people worry that the programme committees could become a kind of ‘paper tiger’ or ‘parking lot’ for issues because the formal decision-making authority lies with the study board. I understand that concern."
However, he expects the committees to play a central role in the new structure.
"The ambition is to ensure that input from the programme committees has a clear pathway into the study board. The elected representatives will play an important role in bringing perspectives forward, and programme directors will also be closely involved in the committees’ work. In this way, good ideas and important issues can be elevated and turned into action."
What will be the biggest challenge during the first year?
Christian expects the first year to be very much a period of learning and adjustment.
"We will undoubtedly discover things along the way that we had not anticipated. That is inevitable when establishing a new structure."
In particular, achieving the right balance between student case management and programme development will require ongoing attention.
"We believe that the new model can create both stronger oversight across programmes and a stronger focus on each individual programme. But it requires all of us to contribute. The ambition is not simply to change a governance structure. The ambition is to create the best possible framework for the continued development of SDU Business School’s programmes. And that is something we will achieve together."
What is your message to staff and students?
His message is simple: "Run for election and get involved."
Christian makes no secret of the fact that the new structure will largely be shaped by the people who choose to participate.
"The structure is only a framework. Its success depends on the people who step into it and on their willingness to contribute to a lively and constructive discussion about our programmes."
In closing, he emphasises the shared responsibility behind the initiative:
"We believe that the new model can create both stronger oversight across programmes and a stronger focus on each individual programme. But it requires all of us to contribute. The ambition is not simply to change a governance structure. The ambition is to create the best possible framework for the continued development of SDU Business School’s programmes. And that is something we will achieve together."
Where does the work on the new study board structure stand right now?
"We are well underway with the preparations. An administrative team is working to create an overview of the many tasks that need to be completed before the new structure is implemented at the turn of the year. We have received a great deal of valuable feedback during the consultation process, and we are now actively using that input in the next phase of the work."
According to Christian, the coming months will focus both on putting the practical framework in place on building awareness of the new model among staff and students.
What will the first tasks be?
"One of the very first things we need to get right is communication information about the elections. Not everyone is aware that we are introducing a new study board structure, so visibility during the nomination period will be crucial."
To support this, dialogue sessions are being planned with current Study Board members, vice chairs and student organisations. In addition, an online information meeting will be held for prospective candidates.
"We want to ensure that both staff and students have a solid basis for deciding whether they would like to get involved."
What is the ambition behind the new structure?
For Christian, the new model rests on two equally important ambitions.
"On the one hand, we want a stronger overall perspective across all SDU Business School programmes. On the other hand, we want an even closer focus on each individual programme. That may sound like a contradiction, but the ambition is precisely to achieve both."
He sees particular potential in having one joint Study Board that can take a more strategic view of the programme portfolio as a whole.
"I am looking forward to having a forum where we can more actively discuss the connections between our programmes. One example is the transition from bachelor's to master's programmes, which is one of the most important transitions in students' educational journeys. There is also significant potential for programmes to learn from one another's experiences."
How will you ensure that individual programmes continue to have a voice?
This was also a key topic during the consultation process. "Some programmes naturally have a stronger presence than others in the current forums. With the new structure, all programmes will have a clearer forum through the programme committees, where programme-specific issues can be discussed." Christian points out that programmes such as Cand.merc.aud. and MMA will have their own committees.
"I am very much looking forward to that. Every programme should have a place where students and staff feel that their perspectives are heard and where the development of their specific programme can be discussed."
What concerns were raised during the consultation process?
One of the recurring themes in the consultation responses was the balance between case handling and programme development.
"Several respondents highlighted a risk that meetings could become dominated by student cases, leaving insufficient time for broader development discussions. That is a concern we take seriously."
This is precisely why work is already underway to define the division of responsibilities between the study board, programme committees, chairs, and administration. "We need to find the right balance. The study board naturally has an important formal responsibility, but we must also ensure that there is room to discuss quality, development, and the long-term direction of our programmes."
Some have pointed out that SDU has used similar models in the past. What makes this time different?
"It is true that some colleagues remember previous experiences and ask why we are returning to something that did not work optimally at the time. However, the context today is completely different."
Where study board work previously took place within a structure shaped by competing departmental interests, SDU Business School now operates as one unified organisation.
"We now have a shared structure and a shared ambition to develop the entire business school programme portfolio. That provides a fundamentally different starting point than before."
How will you ensure that individual programmes continue to have a voice?
This was also a key topic during the consultation process.
"Some people worry that the programme committees could become a kind of ‘paper tiger’ or ‘parking lot’ for issues because the formal decision-making authority lies with the study board. I understand that concern."
However, he expects the committees to play a central role in the new structure.
"The ambition is to ensure that input from the programme committees has a clear pathway into the study board. The elected representatives will play an important role in bringing perspectives forward, and programme directors will also be closely involved in the committees’ work. In this way, good ideas and important issues can be elevated and turned into action."
What will be the biggest challenge during the first year?
Christian expects the first year to be very much a period of learning and adjustment.
"We will undoubtedly discover things along the way that we had not anticipated. That is inevitable when establishing a new structure."
In particular, achieving the right balance between student case management and programme development will require ongoing attention.
"We believe that the new model can create both stronger oversight across programmes and a stronger focus on each individual programme. But it requires all of us to contribute. The ambition is not simply to change a governance structure. The ambition is to create the best possible framework for the continued development of SDU Business School’s programmes. And that is something we will achieve together."
What is your message to staff and students?
His message is simple: "Run for election and get involved."
Christian makes no secret of the fact that the new structure will largely be shaped by the people who choose to participate.
"The structure is only a framework. Its success depends on the people who step into it and on their willingness to contribute to a lively and constructive discussion about our programmes."
In closing, he emphasises the shared responsibility behind the initiative:
"We believe that the new model can create both stronger oversight across programmes and a stronger focus on each individual programme. But it requires all of us to contribute. The ambition is not simply to change a governance structure. The ambition is to create the best possible framework for the continued development of SDU Business School’s programmes. And that is something we will achieve together."