Navigating Transformation: Defining the New Purpose and Overcoming Obstacles at Wageningen University and Research
Wageningen University and Research (WUR), renowned for its excellence in agriculture, life sciences, and environmental research, faced two interrelated challenges. The first revolved around redefining its purpose and narrative in the rapidly evolving landscape of academia, food production, research, funding, climate, and global geopolitics. The second challenge was identifying and addressing the internal factors holding them back from delivering this new vision.
WUR's rich history dates back to 1918, when it was established in the Netherlands. Over the years, it earned a reputation for research, innovation, and sustainability. However, the changing dynamics of academia, the pressing global challenges related to climate change and food security, and the evolving expectations of students and partners required a fresh perspective on their purpose.
Objectives
To define WUR's purpose in a way that aligns with contemporary challenges and opportunities.
To develop a compelling narrative that communicates WUR’s new purpose effectively and would be the starting point for their new strategy
To identify and address the hidden obstacles that might prevent WUR from realising its new vision.
Methodology
We embarked on a process that involved:
Stakeholder interviews: Engaging with faculty, staff, and stakeholders across the University and Research institutes.
Comparative analysis: Assessing the purpose and narratives of peer institutions.
Internal assessment: Evaluating existing structures, strategies, approaches, and culture.
Systemic assessment: we worked with constellations and somatic decision-making to identify what would help and hinder the implementation of a new purpose across the organisation.
Seven Key Areas For Success
Vision - when everything is perfect, this is what the world (organisation) will look like
Mission - the areas WUR will focus on to deliver our mission
Strategy - how we overcome the obstacle that stands in the way of delivering WUR’s mission
People - the magic that delivers the vision and the missions
Guiding Principles - the unique set of behaviours and beliefs that shape how WUR work together
Purpose - the foundation of everything WUR does, ‘we’re on planet earth to…’
Past - where WUR came from and what came before must be acknowledged and taken forward.
Case Description
WUR is a diverse institution of over 12,000 people with a global community of researchers and students. Its core areas of expertise include agriculture, life sciences, and environmental research. The university operates at the intersection of academia, industry, and government, facilitating research-driven solutions to global challenges and identifying the answers and the questions that need to be asked.
Analysis & Somatics
We embarked on an inclusive process to define WUR’s new purpose. By engaging and interviewing stakeholders and working with Unilever’s Brand Key (conducted by WUR), immersing ourselves in the organisation's history, culture, and strategy, we identified five potential Purposes for the organisation.
The analysis and constellations revealed several potential obstacles within the business that might hinder WUR from manifesting its new purpose.
Solutions
We developed a new and tested Purpose for WUR.
We developed three versions of their unique story: short, medium, and long.
We developed a series of From and To shifts across the business to support the implementation of the new narrative.
We delivered (and continue to deliver) a series of constellations across the business to explore what might be hindering implementation and success.
Next-level storytelling. What does the new overarching meta-narrative mean for the University and the nine Research Institutes?
Strategy
The new narrative now moves on to shape the strategy. If this is the story WUR wants to tell, what does that imply for its strategy in the University and the Research Institutes? As well as providing a focus for WUR approach, decision-making, and focus areas for the future, the new narrative significantly reduced the time required to develop the future strategy. Story shapes strategy, and vice versa; strategy will further shape the story.
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