Lodewijk Asscher: "Keep pulling together"

Asscher goes on to explain: "When I started studying Psychology at the University of Amsterdam in 1992, I found myself in a crowded, massive environment. We had lectures in the Lutheran Church. It was often packed, so I sometimes had to follow the lectures in another room via a video link. You could call that online education, but in its worst form. Of course, we are much further on now, but I think it can be even better and more beautiful."

To say that education is changing fast is an understatement. Before the interview with Asscher has really got started, the words 'AI' and 'ChatGPT' have already been dropped.

"Artificial intelligence is not going away anymore. That is evident. I see that with my children. They already know how to use it well. However, this does not mean that we should capitulate immediately. As a society, you can set requirements or conditions on how institutions, while preserving our public values, can make a giant leap forward.

How do we regulate AI and shape it in a way that suits education? These are typical Npuls topics. Moreover, I would be delighted to promote equity. To ensure that digitalisation makes society more inclusive. We reduce differences instead of increasing them."

Eyes and ears

The Npuls programme is an eight-year track. That's quite a commitment for someone with a busy schedule and many different clients.

"I look at that very practically. What goes for my commitment applies to everything in life; you do your best. As long as it is useful, I will continue with it. In the steering committee are prominent administrators from different education sectors and the CEO of SURF. There is no guarantee that we will keep them on board for eight years. However, the long-term perspective is important. We want to show that this is not just another 'project'. Npuls is an ambitious programme that should bring about big change."

Asked about the bandwidth in responsibilities as president, Lodewijk Asscher surveys many different perspectives by taking a 'helicopter view'.

"As befits large growth fund initiatives, I take an independent look at securing the quality of the content and the administrative commitment from the institutions. The steering committee must ensure that the changes are embraced and applied. For this, we want to have the right eyes and ears in the field.

My role is to monitor the process and ensure that all relevant stakeholders, such as the ministry, are included. We want to drive qualitative ambitions and ensure that students also feel heard."

Poldering takes time

The greater the ambitions and number of participants involved, the greater the challenges. For instance, the educational and ICT issues at MBO institutions regularly differ from those from, say, of the university world.

"That is true, but we are not starting from 'zero'. Many cross-sector successes have already been achieved, which is largely due to SURF. Let's embrace the success and learn from it. Npuls requires a degree of curiosity from all administrators involved.

Sometimes you run the risk that everyone starts explaining to each other 'how to do it' or someone says we should 'follow the example of one particular institution.' That is not so fruitful and it eats up energy. When discussing each other's interests, an open attitude is essential.

There are always interests that are different for institutions, organisations, customers and individuals. That is nothing new. We can best deal with that. Open communication gets you further and keeps the momentum going. Map the differences and be curious about the interests of others."

As an independent chairman, Lodewijk Asscher is not affiliated with SURF, MBO Raad, VH or UNL. How will the Npuls staff and administrators recognise his hand in the coming years?

"One of my maxims is that, above all else, it should not be about Lodewijk Asscher. I do not pursue personal goals. However, I do try to bring in my experience from 20 years of board work at a high political level. Npuls is made possible with public money. I hope we therefore continue to reason from the public interest and with an eye on the impact for society. Let's not avoid discussions, let's dare to make mistakes. But don't make the same mistakes twice and let's keep pulling together."

"When you are dealing with many different stakeholders and interests, there is no point in denying those interests. It also makes no sense to look for a strong leader or someone to take the key decisions. The way forward lies in substance and in the conversation we have about it. Poldering sometimes takes time but still delivers effective change strategies in the Netherlands."

"Be curious. Try to understand why institutions do or don't do something. Look at why change does or doesn't catch on. And then move on. If that doesn't work, if there is a problem that cannot be solved, try to escalate in time. Make sure it doesn't get so big you can no longer get a grip on it. When you raise the alarm in time, there is always someone who can help."

Another world

"Talking about procedures and governance is like doing the dishes," Asscher says. "Sometimes you can't get away from it. But in the end, the programme is about substantive change. I would like the steering committee to talk about precisely that. This will keep energy in the programme. Show what we are proud of. Celebrate the successes together. These are elements I will pay keen attention to."

Text: Edwin Ammerlaan