Strategic Pillars / Organisational Resilience
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DCU Strategy 2023-2028

Transformation For An Unscripted Future

Ensure Organisational Resilience & Readiness

Shows Deputy President of DCU Professor Anne Sinnott
Prof Anne Sinnott
Deputy President
Shows John Kilcoyne, Director of Finance, Dublin City University
John Kilcoyne
Director of Finance
Declan Raftery
Dr Declan Raftery
Chief Operations Officer

In today’s fast-changing world, one of the few certainties is uncertainty. At DCU, we have shown that we are agile and adaptable in the face of recent challenges. This pillar of the strategy deals with a range of initiatives and actions at organsational level, which are designed to ensure that the University remains ready to navigate ‘an unscripted future’.

The pillar contains a commitment to continue organisational restructuring, where required, to ensure effective delivery of our strategic goals. It also lays out plans to build the capacity of our people and infrastucture, while keeping an eye on the horizon for both risks and opportunities.

We will identify appropriate responses to a range of scenarios and ensure that we are proactive rather than reactive to a changing landscape. Drawing on staff expertise will be key to building organisational resilience, and DCU’s continuing digital transformation will also be crucial.

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Strategic Priorities

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Our Drivers

Collective Leadership
Collective Leadership

Collective Leadership is the idea of ‘leading where you are’.

In DCU, leadership is not confined to management roles but is diffuse and accessible to all.

People at all levels across DCU are empowered to identify opportunities, pursue new ideas, convince colleagues and management and bring their ideas to fruition, by taking them through the relevant approval processes. 

This video illustrates collective leadership in action. 

It highlights the innovative work of DCU's Institute of Education to equip student teachers with the skills to nurture a passion for STEM in their future students such as the STEM Teacher Internship Programme (STint), the Naughton Family Chair in STEM Education, and research on game-based learning.

Innovation, Creativity & Enterprise (ICE)
Innovation, Creativity & Enterprise (ICE)

Innovation, Creativity & Enterprise (ICE) is the DCU inclusive concept of innovation, which encompasses Innovation, Creativity and Enterprise.

ICE aims to move away from the over-association of ‘innovation’ with research commercialisation and STEM areas and to ensure that the innovation, creativity and enterprise taking place across the University and in all disciplines, is valued and visible.

The DCU ICE initiati8ve provides a locus to showcase and make visible the myriad activities across the University, which fall into this area.

A major focus of ICE is to support student enterprise activities for students from all faculties and programmes, growing the concepts of ‘innovation’, ‘creativity’ and ‘enterprise’ amongst all students from all programmes but also providing a pathway for them to turn ideas into products and services.

In this video, Dr Ciarán Dunne, Director of Transversal Skill, talks about how DCU strives to 'promote authentic opportunities for our students to shape,  refine and grow thier creative ideas into impactful and scalable innovations'.

Sustainable Development
Sustainable Development

DCU seeks to embed a sustainability ethos that will underpin all our activities and ensure sustainability in all areas of our operation – Economic, Climate, Social, Financial and Staffing.

We appreciate how critical it is to build ESG capacity across all areas of the University, and this will inform all strategic activity we conduct and will become embedded in the DCU psyche.

This video talks about the development of the U on DCU's Glasnevin campus, which was opened in 2018. Thousands of students use the centre every day, and it's also home to the 130 clubs and societies, the Student Leadership and Life Skills Centre, and a host of events. 


Agility is the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment.

Notwithstanding our resilient response to the challenges of the pandemic, we recognise that change and uncertainty have become enduring forces and we wish to position the University to be better able to anticipate and flourish in adverse circumstances, rather than to be reactive and taken unawares.

Therefore a key characteristic going forward will be scenario planning and modelling so that we continue to be aware of and well placed to manage potential challenges.  

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Progress Updates

Shows DCU strategy pillar owners on stage for DCU Strategy launch event in The Helix on October 5th, 2023
Shows the Quad on St Patrick's Campus
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Strategy In Action

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