Research, Art and Impact Assessment

Research, Art and Impact Assessment Aalto University Aalto University Research, Art and Impact Assessment RAI 2018 Report Ella Bingham, Krisztina Cziner, Marjo Kettunen and Tuija Pulkkinen (ed.) Publisher: Aalto University Layout: Matti Ahlgren and Päivi Kekäläinen Copyediting: Heidi Henrickson Cover photo and photos on pages 4, 22, 178: Unto Rautio/Aalto University Print: Unigrafia 2019 Available online at https://www.aalto.fi/research-art/research-assessments ISBN 978-952-60-3762-2 1 2 Contents President's greetings 5 RAI 2018 – Why? 7 Executive Summary 8 Aalto University's Mission and Strategic Development Actions 11 Organization and Implementation of the Assessment 15 Assessment Fields and Units of Assessment 18 Assessment Panels, Report and Criteria 19 Utilisation of the Assessment Results 21 Main findings and recommendations 23 Field 1: Arts, Design and Architecture 30 Field 2: Business and Economics 48 Field 3a: Chemical engineering and physics 66 Field 3b: Engineering 82 Field 4: ICT and Mathematics 96 Field 5: Energy 114 Field 6: Health and Wellbeing 130 Field 7: Living environments 144 Field 8: Innovation Ecosystem 156 Elements of Assessment 180 Panels 182 Assessment organisation 184 3 4 President's greetings Nearly 10 years since founding – 42 international specialists assessed the development of Aalto University In 2010, Helsinki University of Technology, the University of Art and Design, and the Helsinki School of Economics merged to form Aalto University, which was given a special national task: to strengthen the innovative capacity of Finland through first-class research, artistic activities, and education. The aim was to create a new kind of research university that combines high societal relevance with uncompromising scientific rigor and groundbreaking art. As the first decennial celebration approached, it was an appropriate time to assess how the objectives have been achieved. Therefore, Aalto commissioned a review of its research operations, artistic activities, and level of societal impact. The assessment shows how we have succeeded in implementing our strategy for research and artistic activities, and it serves as an important tool when we start planning our new strategy for the years to come. The accomplishments of our 26 departments were evaluated in different panels from the perspectives of the core disciplinary areas of Aalto, three multidisciplinary areas, and the innovation ecosystem. Chairs of the nine panels had the same main message: Aalto University has taken a giant leap forward in less than ten years. Praise was given to, for instance, the university’s strong and internationally known brand, the tenure track system leading to further internationalization, a limited hierarchy supporting a good working atmosphere, high-quality infrastructure, cooperation with companies, and the student-led entrepreneurial ecosystem. ‘Very positive sense of desire to develop Aalto to its best potential, at all levels’; ‘Excellent potential for achieving broad and ambitious goals for both research excellence and societal impact’, summarized the panel chairs. The Research, Art and Impact Assessment, RAI 2018, provided Aalto Univer- sity with essential information and recommendations regarding the strengths, potential, and challenges in research and artistic activities and their impact on society. The exercise acts a reference point for future research and artistic assessments of Aalto University. What is more, Aalto will use the results and recommendations of the assessment and the material collected during the process in setting goals and developing our strategy for the period beyond 2020. Hereby, I would like to express my sincere thanks to the evaluators, stakeholders, and Aalto University personnel for investing their precious time and efforts to contribute to the successful implementation of the RAI 2018 assessment! Ilkka Niemelä, President 5 RAI 2018 – Why? To identify and assess Aalto's • Quality and potential • Multidisciplinary collaboration • Impact and innovative capacity • Spearheads and emerging strengths To provide • National and international positioning • Strengthening of Aalto's brand • Cases and evidence of Aalto's development RAI 2018 – Why now? • Assessment of Aalto's first decade • Input for the next Aalto strategy beyond 2020 • Input for Ministry of Education and Culture negotiations for the next period, 2020-2023 • Strong development of campus and innovation ecosystem 6 RAI 2018 – Why? The Research, Art and Impact Assessment carried out in 2018 is a review of the progress Aalto University has made during its initial years (2013-2017). The assessment focuses on disciplinary excellence in our core competence areas as well as on the multidisciplinary and applied fields building on the combination of fields and expertise at Aalto. Moreover, we pay attention to the societal relevance Aalto University has had in terms of local and global economic growth, wellbeing of people, or solutions to grand challenges. RAI 2018 builds on an extensive self-assessment made by the disciplinary departments as well as multidisciplinary fields, accompanied by an external view of research productivity through bibliometric analysis, and an extensive peer review conducted by 42 world-leading experts. Under the Finnish Universities Act 2009, universities shall evaluate their education, research and artistic activities, and their impact. Universities shall take part in regular assessments of their external activities and quality systems. The assessment results should be made public. During the last eight years, we have conducted four major assessments: the Aalto Research Assessment Exercise was in 2009 during the building of Aalto University; Aalto Teaching and Educa- tion Assessment in 2011; our quality system was assessed in the Audit of Aalto University in 2016; and 2018 marks the accomplishment of Aalto Research, Art and Impact Assessment, RAI 2018. The imperative to position Aalto University firmly as a leading international research university is the major motivation behind the current assessment exercise. An international perspective and evaluation is indispensable from the point of view of Aalto University’s strategic development. The assessment is expected to play a major role in defining the new university strategy for the period running from 2020 to 2030 and beyond. The RAI 2018 exercise was a key process for Aalto University and its future. Tuija Pulkkinen Vice President, Research and Innovation (2014 - August 2018), Chair of RAI Working Group 7 Aalto University Research, Art and Impact (RAI) Assessment 2018 – Executive Summary To evaluate its development, performance, and future potential, Aalto Univer- sity carried out a Research, Art and Impact Assessment in 2018. The quality of research and artistic activity, as well as the societal impact and innovative capacity, were subject to evaluation to assess Aalto's international standing and to identify fields with world-class potential. The assessment period covered five years: from 1 January 2013 to 31 December 2017. The assessment was carried out as a peer-review process conducted by external, international, independent, and high-level experts in fields relevant to Aalto's research and artistic profile. The experts were divided to panels based on research and artistic fields. Assessment fields 1-4 covered Aalto’s four core competence areas: arts and design knowledge building, global business dynamics, ICT and digitalisation, and materials and sustainable use of natural resources. The units of assessment in fields 1-4 comprised all 26 departments of Aalto University in a mutually exclu- sive manner. Assessment fields 5-8 covered these integrative multidisciplinary themes: advanced energy solutions, health and wellbeing, human-centered living environments, and the innovation ecosystem. The RAI 2018 report is comprised of the field descriptions prepared by field leaders, a short description of the departments, a bibliometric analysis, and the highlights of the assessment reports prepared by the assessment panels. The panelists assessed the units in relation to discipline and international peer groups, and not against each other. A general observation was that Aalto University has taken a giant leap forward in less than ten years. Praise was given to, for instance, the university’s strong and internationally known brand, the tenure track system leading to further internationalization, the limited hierarchy supporting a good working atmosphere, high-quality infrastructure, cooperation with companies and the student-led entrepreneurial ecosystem. Aalto’s efforts in promoting multidisciplinary research were applauded in particular. The main recommendations were to: • Clarify the role and focus of platforms • Increase the diversity of research staff, especially the share of female scien- tists in technical fields • Establish mentoring of young researchers at all career stages • Ensure both the transparency and the speed and flexibility of the tenure track process 8 • Critically examine the organizational structures to support the implementation of the university’s special mission, for example, the borders between different schools and departments • Ensure both bottom-up and top-down strategic planning with clear measures of performance • Establish external advisory boards consisting of industry representatives, alumni, and other stakeholders • Create a comprehensive strategy for infrastructures and equipment of all sizes A bibliometric analysis

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