4. ORGANISATIONAL DEVELOPMENT Our Healthy Living aims and the far-reaching changes affecting society call for new forms of cooperation and organisation. Maastricht UMC+ wants to build an organisation and a culture that will keep pace. We want to pursue ‘lifelong learning’ and continue to explore opportunities for improvement, new therapeutic methods, technologies and service models, to conduct innovative research, and to involve ourselves actively in innovative forms of teaching and training. The first outlines of a new organisational structure are already visible. We are working together to assemble the building blocks, one step at a time, without losing sight of the unified whole or the complex interaction between behaviour and changes in processes, systems and structures. OUR PEOPLE Our future employees will require a different work environment and different behavioural conventions. They are aware that they themselves incorporate leadership, but they also benefit from the vision of leadership propounded by Maastricht UMC+. Real leadership is characterised by connection, trust and freedom. We need leaders who, in addition to having excellent academic skills, can play a pioneering role in order to achieve the healthcare transition. These are leaders who have the competences needed to make changes to culture and conduct, and who share responsibility for the transition. The challenge of working together to achieve our goals and an organisation that contributes to this work require a culture of openness, cooperation and commitment to reaching ambitious and achievable results. Teams and care professionals, researchers and teachers are given space to pursue their personal ambitions and achieve common goals. SUSTAINABILITY Based on the sustainability, accessibility and affordability of the healthcare system, our activities in care, research, education and training should bring about sustainable innovation. Sustainability also sets the standard for the manner in which we perform our tasks, ranging from a healthy approach to education and training, through the employability of staff members, to diet and the use of medical resources. Finally, it also guides operations in relation to materials, construction and our contribution to the energy transition. 48 Healthy Living 2025
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