But what is a strategic discussion? How can you find the right words to describe the thing you want tackled, so that it becomes a subject the Executive Board is keen to lend its ear to and, perhaps, do something about?

Administrators are tasked with solving problems and creating opportunities; this involves looking ahead and leading the university or department into the future. This is what they have been appointed to do, and what, having put our confidence in them, we expect of them. They must also assess whether all those problems and opportunities are indeed worth addressing. They think through plans and see where support for decisions lies. It is often a political game; who holds the power, what alliances are needed to move things forward? A game that many engineers would rather steer clear of. At the end of the day, as the old saying goes, the employee proposes, the administrator disposes.

A good board listens to the employees. It makes sure it has no blind spots. The further the board is from the workplace, the greater the likelihood of blind spots. Which makes it doubly important that the board has a keen ear for all the noises coming from within the organization. With Strategy 2030, our board has already shown it can do this, and now it is doing it again. To check that we didn't miss anything when we determined our strategy, the Executive Board is organizing strategic roundtable discussions. Employees are invited to participate, but how do you prepare for this kind of discussion?

These meetings are identical to the consultations the University Council holds with the board. Over the past two years, the council has increased its focus on strategic thinking. Or as the council puts it, looking ahead and focusing on the things that really matter. This gives us the persuasive power to address the board's blind spots and we have already done so successfully on a good number of occasions. It also means making choices, and that can be difficult.

Strategic thinking can become pie in the sky. Aims can sound all well and good, but come to nothing. After all, how can anyone know today what will matter and be important in the future? As technically trained academics we know all too well that the devil is in the detail. On the other hand, if we do want to look ahead, how can we avoid becoming ensnared in today's insurmountables? Adopting a more tactical or operational view can strengthen our strategic decisions. If only because this view makes strategic ideas easier to implement in practical terms and more likely to take hold. Diversity in thinking and working creates better results.

We encourage you to take part in the strategic round-table discussions. As the TU/e community, we want to move ahead and there is still much that needs to be improved. No doubt you have your own list of improvements. Here's a tip, come well prepared. What will be the impact of addressing the problem you have spotted? What opportunities does taking this action offer TU/e? Focus on the process, not on all substantive details. Try writing a short newspaper article in which you succinctly describe the anticipated effects of your solution. Getting involved will increase your influence and you will be helping the board and the whole of TU/e to move ahead.

On our intranet you can sign up to attend a meeting.