EUTOPIA offers students and staff at TU Dresden a wide range of opportunities to engage with partner universities across Europe—through job shadowing, workshops, and joint projects.
This interview features Daniel Matthes responsible for Structural Development and Management at TUD, who spent a week at the University of Gothenburg to gain insights into various areas of university administration.
Which university and department did you visit?
I was at the University of Gothenburg in Sweden, working within the Office of the Vice-Chancellor. This placed me in close contact with the university’s rectorate. During my stay, I also had the opportunity to visit other parts of the university, such as the administration of the Faculty of Science, the research support services, and the IT department.
When did your stay take place, and how long did it last?
I spent approximately one week there, in October 2024.
How did you become involved in the programme?
Somewhat by coincidence. Through my contact to EUTOPIA, I became aware that the Erasmus programme also supports administrative staff mobility. I had been interested in visiting another university for some time, and EUTOPIA served as a useful gateway—existing contacts and a willingness to host me for a few days made it easier to arrange. Colleagues within the EUTOPIA alliance were very supportive in establishing the necessary connections.
Was your stay funded through the Erasmus+ programme, including the mobility grant?
Yes, I submitted my application through our International Office and received the fixed financial grant. The application process was straightforward—you are asked to provide a short explanation of your objectives and plans. Communication with the International Office was smooth and efficient.
What new ideas or insights did you take away from your visit?
In the end, one realises that universities across Europe often face similar challenges, whether in Germany, Sweden, or elsewhere.
I found the working culture particularly interesting—more inclusive and more collaborative across organisational boundaries. A practical example: in Sweden, there is no central student services organisation running campus cafeterias. Instead, staff and students are expected to bring their own lunch. As a result, many university buildings include large communal spaces—something less common at TU Dresden. These areas are equipped with long tables where people from different departments eat together, exchange ideas, and connect informally. In several buildings, there were even entire walls of microwaves in constant use. That left quite an impression.
What impressed or surprised you most about the University of Gothenburg?
At TU Dresden, my work largely focuses on academic controlling, performance indicators, benchmarking, and internal target agreements. What surprised me was that, at least at the University of Gothenburg, there is far less emphasis on quantitative performance metrics. Rather than measuring outputs numerically or benchmarking internally, the university relies more on qualitative governance processes. Strategic dialogue plays a central role—for example, ongoing structured conversations between the Rectorate and the faculties or other organisational units. These exchanges appear to be more institutionalised and integrated than what I have observed elsewhere.
Do you intend to stay in contact with your colleagues in Gothenburg?
Yes, I have invited them to visit us as well. Should they come, I would be happy to organise a small programme to introduce them to the different units and structures of our university.
How did this exchange contribute to the development of the EUTOPIA Alliance?
I believe it fostered mutual understanding—particularly regarding how our institutions operate. I was frequently asked, “How do you handle this at TU Dresden?” or “What happens in your institution in situation X?” These kinds of direct comparisons sparked many valuable conversations and deepened our understanding of one another. Moreover, the new contacts we established make it much easier to reach out informally in the future—for example, to discuss solutions to shared challenges.
Were there any challenges or obstacles prior to or during your visit?
There were no major difficulties, but the visit did require some lead time. It took planning and coordination—clarifying what I wanted to explore and where my interests lay.
In total, the preparation took about three-quarters of a year, so this was by no means a short-notice activity. A certain degree of flexibility regarding timing was also necessary.
What advice would you give to others interested in a similar exchange?
It is advisable to start planning early and to actively initiate the organisational process. Don’t hesitate to ask whether such a visit might be possible. It also helps to clearly define your interests and goals in advance. The colleagues in Sweden, for example, were keen to understand: “Why is he coming, and what does he hope to gain from this visit?”
Which EUTOPIA university would you like to visit next?
I’ve considered turning this into a series of visits. Of course, language can be a limiting factor.. That was not an issue in Sweden; their level of English was excellent.
However, I’m not sure if this would be the case at all universities. With that in mind, Warwick might be a good next destination, given its location in the UK. I could also imagine visiting Brussels, as its international character—especially due to proximity to the EU—makes it an interesting option as well.
Interview by Franziska Friebel-Viebach
