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At BINUS, we learned something the hard way: a strategy document only matters if people actually use it. If it feels like paperwork, it gets filled once, stored somewhere, and forgotten. If it feels like a shared compass, it becomes the thing that keeps research, community empowerment, and technology transfer moving in the same direction.<\/span><\/p>\n That\u2019s why this roadmap initiative was designed to be practical from day one. The goal was not to produce \u201cbeautiful documents.\u201d The goal was to make it easier for every faculty, study program, and individual researcher to answer the same questions with confidence: What are we focusing on? Who are we doing it for? What outputs are we aiming for? And what does progress look like year by year?<\/span><\/p>\n A lot of good work happens in silos. Research runs on one track, community programs run on another, and technology transfer feels like a separate universe. The result is predictable: scattered priorities, duplicated effort, and outputs that don\u2019t connect.<\/span><\/p>\n So we built a simple structure that makes alignment easier than misalignment. The logic is straightforward:<\/span><\/p>\n In other words, each layer has a job. This prevents double work and keeps everyone moving toward the same outcomes.<\/span><\/p>\n We didn\u2019t start with a template. We started with a matrix.<\/span><\/p>\n The matrix is the backbone that connects the three domains (research, empowerment, tech transfer) and shows how they should reinforce one another. Once that logic was clear, we turned it into three templates that cascade neatly:<\/span><\/p>\n This roadmap is not a detailed product plan. It is not a full list of everything lecturers do. And it is not a copy of the faculty Renstra.<\/span><\/p>\n It\u2019s a focused plan that helps a program pick <\/span>1 to 3 themes<\/b> that are realistic, aligned, and executable, then clearly map:<\/span><\/p>\n If people fill it well, it becomes the anchor for individual lecturer roadmaps. If people fill it vaguely, everyone goes back to guessing.<\/span><\/p>\n Here\u2019s the mindset that makes the roadmap useful:<\/span><\/p>\n 1) Start with the user, not the activity.<\/b> 2) Pick 1\u20133 themes and commit.<\/b> 3) Show the Year 1 \u2192 Year 2 \u2192 Year 3 logic.<\/b> 4) Keep research outputs research-like.<\/b> 5) Partners are not decoration.<\/b> 6) Evidence matters.<\/b> Templates don\u2019t solve anything if people interpret them differently. So we ran more than 10 discussion sessions with faculty and study program leaders between <\/span>October and December<\/b>, making sure everyone understood the logic and could fill it in a consistent way.<\/span><\/p>\n We also ran <\/span>pentahelix discussions<\/b> so teams could hear what\u2019s happening outside campus: what government cares about, what industry needs, what communities struggle with, what media sees on the ground, and what academic leaders think is coming next. This is important because many teams don\u2019t know what they don\u2019t know, and outside perspectives help sharpen priorities. The architects behind these are:<\/span><\/p>\n <\/p>\n If you remember one thing, make it this: the roadmap is meant to reduce confusion, not create more forms.<\/span><\/p>\n A good roadmap makes it obvious what your program will prioritize, who you are serving, what you will produce, and how you\u2019ll build momentum year after year. When it\u2019s filled that way, it becomes a living guide, not a one-time document.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":" At BINUS, we learned something the hard way: a strategy document only matters if people actually use it. If it feels like paperwork, it gets filled once, stored somewhere, and forgotten. If it feels like a shared compass, it becomes the thing that keeps research, community empowerment, and technology transfer moving in the same direction. […]<\/p>\n","protected":false},"author":2,"featured_media":317,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3,4],"tags":[],"class_list":["post-316","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","category-past-event"],"_links":{"self":[{"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/posts\/316","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/comments?post=316"}],"version-history":[{"count":1,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/posts\/316\/revisions"}],"predecessor-version":[{"id":320,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/posts\/316\/revisions\/320"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/media\/317"}],"wp:attachment":[{"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/media?parent=316"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/categories?post=316"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/binus.ac.id\/techtransfer\/wp-json\/wp\/v2\/tags?post=316"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Why we did this<\/b><\/h2>\n
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What we produced<\/b><\/h2>\n
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\n<\/b>Sets the big direction and the shared priorities across research, empowerment, and tech transfer.<\/span><\/li>\n
\n<\/b>Keeps things coherent across study programs under the same discipline cluster, mainly by defining pillars, methodology standards, and shared assets.<\/span><\/li>\n
\n<\/b>This is the one people will actually live with: themes, strategies, targets (qualitative and quantitative), partners, and a Year 1 to Year 3 progression that makes sense.<\/span><\/li>\n<\/ol>\nThe point of the 3-year study program roadmap<\/b><\/h2>\n
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How to fill it without overcomplicating things<\/b><\/h2>\n
\n<\/b>Don\u2019t start with \u201cwe will do a seminar\u201d or \u201cwe will make an app.\u201d Start with who benefits and what problem they face: a school admin team that struggles with data reporting, teachers who need simpler workflows, or communities that need digital readiness support.<\/span><\/p>\n
\n<\/b>Focus beats breadth. A tight roadmap that gets executed beats five themes that never reach adoption.<\/span><\/p>\n
\n<\/b>A good roadmap reads like a journey:<\/span><\/p>\n\n
\n<\/b>Don\u2019t force everything into \u201ccommercialization.\u201d Research can be strong through instruments, datasets, publications, grants, and reproducible methods. Tech transfer is where TKT, licensing, pilots, and service models become central.<\/span><\/p>\n
\n<\/b>Don\u2019t list 10 partners. Pick the ones that actually unlock something: access to data, access to users, co-development capability, or scaling channels.<\/span><\/p>\n
\n<\/b>If it\u2019s real, it leaves traces: MoUs, pilot reports, meeting notes, user feedback, ethics approvals, datasets, repositories. The roadmap becomes stronger when it points to these.<\/span><\/p>\nHow we socialized it<\/b><\/h2>\n
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The takeaway<\/b><\/h2>\n