Abstract

The roles of Research Managers (RMs) in academia are usually seen as supportive. However, the RM profession is developing and today includes specialists in many different areas including for example research governance, equality, diversity and inclusivity, use of AI etc. RMs are no longer only supporting research and education – in many cases, they drive organizational change in their area of expertise.

At the Biotech Research and Innovation Centre (BRIC), University of Copenhagen, RMs have since 2018 been active in applying for grants in their own role and name to instigate new initiatives and drive organizational changes in the centre. The applications have so far focussed on public outreach and PhD-student and postdoc recruitment, training and talent development. In the last six years, BRIC RMs have secured grants to a value of more than 12 M EUR.

In particular, four talent development projects, attracted from the H2020 and HeU Marie S. Curie COFUND programme, have aimed to instigate organizational change at BRIC. Changes in the way that we select and train early career researchers, but also in terms of building new interdisciplinary research collaborations with specific environments, as well as building strong ties to the clinic.

The ‘recipe’ for success has been to change roles - RMs take lead in the conceptualization, project development, and grant writing, based on their specific knowledge and experience. Reference groups of researchers support the process by qualify ideas, help reach out to partners and fine-tune activities in the proposals. RMs are responsible for applying and implementing the programmes, in close collaboration with BRIC’s research group leaders, who supervise the selected MSCA fellows’ research.

The motivation for, and result of this approach, has been dual. Most importantly, it has allowed us to bring in different funding sources to BRIC in order to drive strategic organizational development. The funding sources applied to are programmes where PIs would not have the interest, or the right competences to take lead. Further, it has led to professional growth and development for RMs, strengthened equitable collegial relations and improved the recognition of RMs as personnel that creates added value for the organization.