As we chart the course for the next decade, it is imperative that we strengthen the foundational pillars of Harvard Kennedy School, built by the faculty, staff, students, and alumni who have given us our standing and character, and who fuel our competitive advantage and the impact we have in the world.
The first core investment is in our faculty, research, and the centers that connect them to the world. The Kennedy School's authority rests on the quality of our scholarship, which we will renew and deepen, pursuing continued excellence in research, education, and public engagement. We will recruit and support world-class faculty doing work that genuinely advances knowledge in their fields — on the design of public policies, on the political and institutional conditions that determine how governance functions, on the leadership challenges practitioners actually face. To do this, we will take a range of actions, including launching faculty cluster hires in new areas of strategic priority; recruiting actively in our traditional areas of strength; and transforming research, computing and data services to facilitate cutting-edge scholarship.
Our research centers are where that scholarship meets practice directly. Across a range of issues, they work alongside governments, organizations, and communities in the two-way exchange that informs our knowledge and is useful to practitioners. To reinforce the centers so they continue doing their best work, we will ensure that all research centers are financially strong; articulate ambitious goals and strategies in their core areas of expertise; and forge a clear division of labor between the school’s core and its centers to maximize efficiencies.
It is imperative that we strengthen the foundational pillars of Harvard Kennedy School, built by the faculty, staff, students, and alumni who have given us our standing and character.
The second core investment is in our teaching. The students who come to the Kennedy School — whether for a residential degree or executive education — come because what happens in the classroom is worth the investment of their time and resources. We hold our students to high expectations, innovate how and what we teach, and insist that our curriculum stay grounded in what the research shows and the realities practitioners face. Our twin goals, to train people who can do rigorous policy analysis and lead effectively through uncertainty, have always been inseparable. Key actions include ongoing efforts to revise the curriculum, increase the rigor of coursework, and strengthen joint and concurrent degree programs to grow the pipeline of talent working across sectors.
The third core investment is in our people. The Kennedy School's work is carried out by an exceptional community of people united by a shared commitment to the mission. That includes the staff who run this institution and our research centers with dedication and skill, often in difficult circumstances. We are committed to recruiting and retaining exceptional people across the school, investing in their professional growth, and building a culture that reflects their talent, values, and extraordinary effort. We will do this in a number of ways, including by doubling down on efforts to recognize, reward, support, and engage all who work tirelessly to advance our mission.
Across all of this, we are committed to running HKS with discipline and efficiency, and pursuing opportunities to innovate in our operations, so that every dollar we spend goes toward the work that matters most.
Leadership for a New Era
A vision for how HKS will lead in this moment — and make the world more safe, free, and sustainably prosperous for all.