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Tina Lewis

Head of Research and Innovation Office
Chief Administrative Officer, Novo Nordisk Foundation Center for Basic Metabolic Research

University of Copenhagen
Faculty of Health and Medical Sciences

Talk title: Change and leadership in research administration – how can the principles of “Lean” come into play?

Abstract: There are no quick fixes. It takes time, clear objectives, and leadership to change an organisation. Introducing a culture of continuous improvement, efficiency, and service in research administration is our goal. Achieving this goal includes promoting a working environment known for collaboration, results and job satisfaction. Basically, creating an environment, where highly-skilled people would like to work is a major aspect of changing an organisation. This presentation relates how we have worked with the principles of “Lean” in research administration throughout the past six years and is seen through the lens of leadership. The context of our work is similar to that of many public sector organisations, that of producing more for less and at a better quality. It is within this context that I will unfold reflections regarding changing an organisation.

Bio: Tina Lewis, MSc, Executive MBA heads the Office of Research and Innovation at the Faculty of Health and Medical Sciences, University of Copenhagen. The office counts 32 highly skilled staff members. She also serves as the Chief Administrative Officer of the Novo Nordisk Center for Basic Metabolic Research, where she is responsible for 60 technical and administrative staff members as well as the financial and administrative running of the Center.

She has worked in research administration since 2003 and since 2006 she has held various positions of leadership at the University of Copenhagen. Specifically, she has documented experience with procedures and policy that relate to peer review processes, academic assessments, graduate education, grantsmanship, and strategies for public and private collaborations as well as research assessment.

She has re-engineered operations and procedures in a number of contexts and during the past seven years introduced principles of LEAN so as to provide a well-organised, efficient and service-oriented administration. She has effectively managed change in a shared governance environment as well asd during periods of austerity.