Exploring VIA University College’s strategic goal of driving sustainable change

What is truly inspiring in the sustainability space and how are other organisations succeeding?

VIA University College offers a range of educational programmes within health, social education, technology, design and business across 8 campuses in Jutland. With 20.000 students, 2.100 employees and an annual turnover of 1.7mia DKK VIA University College has a unique position to shape the future change-makers and showcase best-practice sustainable solutions on its campuses. 

In order to take stock and seriously consider the next steps on VIA University College’s strategic ambition of driving sustainable change, the responsible leader invited  Ulrik Schiøtz Executive Coaching to explore and clarify the role and task at hand for a small group involved. Ulrik Schiøtz asked Lab21st for support to present on what is cooking in the sustainability space and share inspiring cases on how other organisations work with sustainability.

What we did

Together with Ulrik we co-facilitated a full-day workshop where Lab21st delivered two inspirational talks “What is truly inspiring in the sustainability space” and “How are other organisations succeeding”. We also designed a future vision exercise to explore what a day on campus might look like 20 years from now when current children are students at VIA University College, regenerative business is common sense, cities are self-sufficient micro communities, everything is tagged and traced, and students spend more time in Metaverse. We helped the group brainstorm on what is left in the waste bins, what topics will be on the schedule, and what VIA University College would be known and recognised for. 

We also helped the group map out current and planned initiatives in a structured way to identify opportunity areas for the next steps of the journey.

Results

We left the group with new clarity, shared excitement and ideas for how to take their sustainability work to the next level. The group identified key leadership challenges at hand and settled on a first draft for what needs to be done in the coming months and years to succeed with the strategic ambitions.

Stop talking about your targets.

Start acting on them.