Campus Day 2019. Photo: Håkan Lindgren.

Collaboration has always been our top priority

The story of today’s Flemingsberg starts in the early 1970s when Huddinge Hospital opened in Flemingsberg – on a site that had once been open countryside. The hospital was needed to meet growing demand for quality healthcare in southern Stockholm.

A number of academic institutions soon followed. First, Karolinska Institutet, then Södertörn University and KTH with its Technology and Health College. Later came the Red Cross University College and the University College of Music Education in Stockholm.
This created considerable potential for collaboration, and to create new knowledge in the areas between a variety of disciplines. But to take full advantage of this opportunity, each body had to contribute with interest and means. This is where Flemingsberg Science Foundation comes in.
Our mission is to proactively identify opportunities for collaboration between different Flemingsberg actors and external actors to catalyse and initiate processes that would not occur spontaneously. We also involve other stakeholders such as property actors, companies and other organizations – depending on the specific requirements of individual development projects.

The Foundation was established in 2011 by the universities that were based in Flemingsberg at the time, Huddinge and Botkyrka municipalities, and Stockholm County Council. The board of the Foundation is headed by an external chairman and includes representatives from all founding institutions.

First phase 2011-2014
One of Flemingsberg Science’s first tasks was to demonstrate how additional knowledge-driven business and companies could drive the development of Flemingsberg. To do this, we created 30 new services and 15 new companies between 2011 and 2014 based on documented healthcare needs.
The project was conducted together with other innovation-supporting bodies in Flemingsberg and backed by regional funding.
The project achieved its goals but also revealed the need to enhance the attractiveness of Flemingsberg as a place for companies to locate to. Several of the newly formed companies performed extremely well, although only a small number based themselves in Flemingsberg for the long term.

Second phase 2015-2018
During the subsequent strategic period, 2015 – 2018, we therefore focused on increasing Flemingsberg’s attractiveness for a variety of knowledge organizations including companies. A close collaboration was launched with development entities among the Foundation’s founders and Flemingsberg property owners.
In time, work culminated in a strong campus identity with well-defined logos, strategies and taglines, as well as a flourishing culture of collaboration across a number of areas.

Current phase 2019-2022
The current strategic phase, 2019 – 2022, promises to include a combination of initiatives from previous phases. Initially, we will continue to focus on developing the profile of the campus and increase collaboration in areas of particular relevance for major challenges facing society. Examples include healthy ageing, diversity and health.

In time, our focus will broaden in order to more effectively attract and develop a larger number of business opportunities in Flemingsberg, and more actively encourage more companies to locate in the area.

Today, Flemingsberg is a multi-disciplinary campus where knowledge from a wide variety of fields co-exist in close proximity to one another. This offers considerable potential for new knowledge and new business opportunities, and the continued growth of Flemingsberg. It will always be important for the Foundation to be agile and flexible, and maintain continued readiness to reposition ourselves based on shifting needs and opportunities.

The booklet “Flemingsbergsmodellen” describes the work involved in generating new businesses in the first phase, 2011-2014.

The second phase culminated in a strong campus identity with well-defined logos, strategies and taglines, as well as a flourishing culture of collaboration across a number of areas.

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