If you’ve ever seen the film The Matrix you’ll understand what it’s like to live in an unreal, alternate reality, ruled by complex systems that only the most enlightened cognoscenti understand, a place where it’s easy to be wrong-footed by ‘glitches.’
There is, of course, no similarity to the world of research management. However, at times it feels like we’re caught in a different kind of matrix, a lattice of bold policies, brazen strategies and bullish frameworks.
I calculated recently that, since the current government came to power two years ago, we’ve had at least 10 policies and strategies relating to research and innovation. These include the R&D Roadmap, the Plan for Growth, the Innovation Strategy, the Data Saves Lives Strategy and the Life Sciences Vision.
The latest – the Net Zero Strategy – comes with the usual raft of bracing and bombastic language; if I hear about the UK being a ‘science superpower’ one more time I might just scream. And, of course, there’s a new framework attached, like the ‘free gift’ attached to the front of comics.
At first I was terrified that it was another assessment framework to follow those for research, teaching, and knowledge exchange. But this was something different; it is more akin to a shopping list. It will set out ‘the critical net zero research and innovation challenges across the UK that require development over the next 5-10 years, and presents timelines of short, medium, and longer-term priorities.’
Now might be a good moment to mention the Industrial Strategy. Launched with much fanfare in November 2017, it was intended to steer UK policy for the next decade. By March 2021 it was dead. It now survives only as a sort of ghostly element of the name for the government department responsible for research and innovation. It’s a bit like a painted sign for Capstan Cigarettes on the side of a newsagent. Future generations will wonder what it means, like the Star Chamber, floppy discs or ‘zig-a-zig-ah’.
So how much attention should we pay to the current matrix of messages? It’s a tough balancing act: on the one hand you need to be fully versed in the Government’s priorities and where they want to splash the cash. After all, even in its tragically short lifespan the Industrial Strategy was responsible for the Industrial Strategy Challenges Fund.
On the other, they are all a bit Ozymandias. Each of the strategies seem to proclaim ‘look on my Works, ye Mighty, and despair!’ They feel solid, invincible and eternal. But, in time, just like the statue in Shelley’s poem, they will fade and fall.
For me the message is clear: work to support the existing and potential excellence of your university. Don’t chase the curve, but be aware of how your areas of research can fit the current zeitgeist.
Be true to your institution’s underlying strengths; nurture and develop them. After all, in three and a half years there’ll be another strategy. Priorities will subtly or significantly shift, and, in all probability, the previous ones will be just another packet of Capstans painted on the wall.
This was first published in Issue 14 of Arma’s Protagonist magazine, and is republished here with kind permission.
Photo by Emre Can Acer from Pexels