The difference between ‘policy’ and ‘strategy’
In research, the term strategy refers to a unique and comprehensive plan designed to achieve a
competitive position in the area of research to compete with their competitors. It is a “plan towards
action” that has a set of organisational/institutional goals and objectives that is formulated from
top-level management, however; it should be noted that middle-level management also feed into
these strategies by supplying their sub-strategies.
Research strategies are unified and integrated long-term plans; that are dynamic in nature created
to achieve the basic research related objectives of the institution such as:
Exploiting research opportunities
Effectiveness
Handling of unforeseen events and/or problems
Utilising institutional resources fully
Preparing for any threats
On the other hand, research policy lays down the course of action which will guide the institution’s
current and future decisions. It is a set of principles and rules framed by the top-level management
of the institution to serve as a guideline for operational decision making. They direct the decisions
of the institution, describing what should and should not be done.
In conclusion, the main difference is that strategy is a “plan towards action” and research policy is a
set of guidelines and principle of action.
A Research Strategy that I was recently involved in developing:
Recently, I began working on a 5-year Research and Innovation Strategic Plan for an internationally
competitive research led institution. The new strategic plan will be informed by the institution’s
performance over the previous 5-year Research and Innovation Strategic Plan. The previous period
focused on creating and supporting world-leading research and innovation whilst building on the
research strengths of the institution. The previous plan detailed a number of performance targets
for research and innovation, specifically economic development that sought to position our
institution as an international research and innovation powerhouse. The new Strategy aims to build
and expand on the previous 5-years success.
Who I will engage with in the development of the strategy?
The plan is to develop the strategy through an extensive consultation exercise which will
incorporate detailed discussions with a variety of internal stakeholders which will include but not
limited to:
Dean for Research
Rectorate
Institute President
Faculty Heads
Faculty Executive Teams
Research Committees
Academic Councils and Innovation Committees
We plan to hold 2 workshops – one with the Institution’s Research Centres and a second with the
Academic Council where the strategy will be tabled – as well as a series of meetings with the
Institutions Management Team.
How internal/external drivers will impact on its development:
The capacity of the institution to fully exploit its research potential is dependent on the external
barriers facing it and internal drivers. Below is a summary of some of these external and internal
drivers.
External Drivers:
1. The National/Regional Research Ecosystem:
There is a lot of pressure on public research funding with numerous national institutes
all vying for the same funding pot. A strategy that looks at our specialisation and that of
other “competing” institutes in our vicinity.
The continued impact of research prioritisation which is heavily affected by national
requirements – i.e. Coronavirus means that research in this area is now prioritised both
nationally and internationally.
National and regional politics and their priorities which changes from election to
election.
2. The International/Regional Research Ecosystem:
Horizon Europe and beyond is becoming more and more competitive meaning reduced
success rates and the need for an EU focused engagement strategy.
The effects of BREXIT on European Institutes is yet to be seen. There are both potential
opportunities and challenges that could impact our institute.
3. Economy and General Economic Environment:
As was seen with the last recession in Europe circa 2009 – 2012 which significantly
affected countries such as Greece, Spain, Ireland, Italy, Portugal, Germany etc. With
some countries still recovering; with some suggesting that Europe is on the verge of a
recession again due to the coronavirus 1 .
Shortage of certain professions due to mobility is a new challenge that many institutes
have been trying to overcome in recent years.
4. Policy, Laws and Regulation Landscape:
The challenges of meeting open data requirements and compliance with GDPR which
became mandatory in May 2018.
Funding bodies’ increased policy focus both nationally and internationally on addressing
gender inequalities within research.
Open Access policies in response to the requirements of our researchers and research
sponsors.
Research Careers – with the number of doctoral graduates increasing year on year 2 has
had a knock on effect on career progression. There are not enough professorial
positions available for career progression thus there is less of an incentive for
researchers to remain within the academic research world and seek their career path in
industry.
5. Global Research Trends, be it mobile revolution, industry 4.0 and more is another external
driver that needs to be considered.
Internal Drivers:
1. Staff Expertise and Internal Stakeholder Priorities.
These both present significant opportunities but also potential challenges. Appropriate
flexibility and agility with regard to national and international research priorities will be
needed and as such staff recruitment maybe necessary in areas where our institute lacks
the expertise necessary to fulfil the strategy.
2. Resource Allocation.
Flexibility and agility to utilise institutional resources to the fullest as well as ensuring
the appropriate resourcing for the management acquisition of research funding; i.e.
o Research equipment
o Funding
Ensuring equity in the distribution of research resources to address any social and
institutional barriers.
3. Degree of Internal Hierarchy
As with other institutions, our institute has an “formal” hierarchy with varying levels
which is a major internal factor to consider when developing or implementing new
strategies
Development and maintenance of a high quality physical and administrative structure is
vital for research within the institute to succeed.
4. Past and Current Research Activities
There is a need to support and develop the institutes growth of high quality and
excellent research and thus its international recognition.
The need to focus research activities on areas that have been impactful both financially
and innovatively.
Development of research profiles amongst staff and students – especially encouraging
staff to foster research in new areas and interdisciplinary research.
5. Institutional Culture
Often the type of culture in a faculty/unit can attribute to the attitude and approach of
the leaders within it; building a culture of collaboration both within and outside the
institute. Developing interdisciplinary research teams.
6. Financial stand, or how independent is the institute
The institutes ‘bank balance’ plays a huge driver on internal strategies and/or policies,
allowing the stimulation of new research.
Ensuring that our institutes research is costed in a transparent, accountable and
auditable manner.