This tripartite leadership is unconventional and progressive, not only for MOME but also in Hungarian higher education where the domain of excellence is elevated to the level of Vice-Rector. What prompted this arrangement, and how will it support one of the key goals for your term, the implementation of the "University of the Future" programme? 

Pál Koós: MOME has experienced significant growth in recent years, but the next four years will be the most intense phase of this journey. The goal is for MOME to become Central Europe's leading creative industry and innovation hub by 2030. A vision like this can only be realised through collective thinking and teamwork involving the entire MOME community. The tripartite leadership symbolises and inspires this approach. 

Lili Érmezei: 

One of the primary reasons for introducing tripartite leadership at MOME was to support the successful implementation of the “University of the Future” programme. Internationally unique, large-scale developments and changes requiring immense capacity and multifaceted expertise are underway at MOME. The present leadership model ensures that all key areas receive close attention and that the developments proceed in a focused, coordinated fashion. It's not just a new form of management but a new mindset that allows strategic developments and excellence to move forward through a comprehensive and synergistic approach, which is essential for achieving MOME's goals. 

Petra Aczél: I remember clearly when I mentioned to a colleague from another university earlier this spring that excellence would likely have representation at the rectoral level at MOME. She exclaimed, “Why didn't we think of that?” I told her that MOME has been an innovator of Hungarian higher education for years, so this idea could only have originated here. She agreed. And she will certainly be watching us closely to follow our progress and achievements. I think we are paving the way for other institutions with this new leadership formation aligned with the “University of the Future” concept. The tripartite model suggests that the MOME of the present and the future requires dynamism: openness to change, and being in motion, as embodied by the strategy and development area. Equally important are core values: the security and driving force of consistency beyond change, represented by excellence. It also needs a community – the unity that is more than the sum of its parts – which is key to a leadership ethos open to both tradition and innovation.   

The triangle is one of the most basic shapes, symbolising the balance of fundamental forces. What does each side represent in terms of your leadership unit? What were your considerations for choosing Petra Aczél and Lili Érmezei to join you? 

P. K.: I've been teaching at MOME for twenty years and have held various positions, including lecturer, assistant lecturer, senior lecturer, and university professor. I understand and appreciate the challenges and rewards presented by these roles. I know what it's like to be a department head, institute director, or academy director – how complex, responsible, and crucial to the university these positions are. I believe I also know how to help and support each other and how to achieve common goals, and this understanding guided me in forming the rectoral team as well. Lili Érmezei, a former MOME student, embodies the “true MOME” spirit, having returned to her roots after gaining international experience and organisational development successes to spearhead one of the largest reforms of her alma mater. Meanwhile, Petra Aczél brings unparalleled expertise and extensive experience in higher education, adding fresh insights and intellectual wealth to our community. 

Considering your diverse professional backgrounds, what positions and experiences have most prepared you for this rectoral term? 

P. A.: I'll start with the experience because it has remained vivid in my mind. I must have been in Year 4 when, during a classroom disagreement, my best friend was called a “nerd” as the final blow. I wanted to defend her and said to the people mocking her, “Ildi isn’t a nerd, she’s...” And I remember getting stuck at that moment, unable to complete my defence. What was she then? What made the term “nerd” so hurtful was that a diligent, talented person, who pushes their boundaries through both effort and creativity would be labelled as pushy, selfish, and attention-seeking – essentially calling someone smart a smartass, someone important self-important. Today, with nearly four decades of life experience behind me, I know exactly how I would respond. I would say that Ildi was exceptional. In terms of professional experience, I've previously worked on analysing and designing systems of academic and research excellence. Most recently, I was involved in developing the concept and implementing the Aurum Futuri award series, which honours MOME's most outstanding researchers and educators. I’m blessed to have been able to enjoy similar accolades personally – I am deeply grateful for the international recognitions I received thanks to the votes of my students or through competitions, which, alongside the joy they brought, also led to new insights. 

L. É.: Some talk about switching when embarking on something new; I see myself as expanding my career path. After earning my photography degree at MOME, I pursued a master's in psychology at the University of Liverpool. This dual perspective, seeing things from the outside as a photographer and the inside as a psychologist, has given me some invaluable insight. My organisational development and business psychology expertise gained in Liverpool helped me understand how to help organisations and individuals grow effectively. It was around this time that I realised the immense potential of combining design, psychology, and strategic thinking. I spent over 12 years living in Helsinki, Finland, where I had the opportunity to put this knowledge to the test and support the growth of various Nordic organisations, such as Finnair, Fiskars and Nokia, in leadership roles. Although I thoroughly enjoyed this period of my life, I felt something was still missing. I often say that sometimes you need to leave to return. This was true for me as well – after a while, I deeply missed my community back home and the cultural identity that has always been a cornerstone of who I am. I also yearned for a mission that would go beyond anything I had done before. That mission is MOME. 

How do you see your roles within this innovative formation? What are your main motivations and focal points?   

P. A.: I see this as an exceptional challenge and opportunity. Of course, it comes with a great deal of excitement, but I believe it’s only natural to feel this way when faced with tasks like this. I also firmly believe that the only endeavours worth pursuing are the difficult ones. Excellence, in my view, is not just about quality but also about substance. It’s not just a result, but a process; not just success, but service and dedication as well. Developing the concept of excellence for the university and applying the relevant criteria is a profoundly inspiring and multifaceted challenge, and crucial for both the academic and research career paths and for the impact of education. We are fortunate that in 2024, there are examples in international higher education of those who have succeeded in this challenge and those who have failed. While we admire the former, we can certainly learn from the latter. This makes leading the topic of excellence so promising – it’s about learning, growth, and, of course, humility. Speaking of humility, excellence is not synonymous with elitism. Rather, it embodies what the Latin term “excellence” suggests: surpassing. Overcoming obstacles, rising above problems, and providing a model for giving even more and even better. Excellence represents the qualities of generosity, courage, and the culture of the future, working with close attention and great dedication to others. MOME already has beautiful traditions in this regard, which provide a solid foundation for us to build upon. 

L. É.: For me, MOME was the force that called me back to Hungary. Alongside the feverish excitement before the KIPAKs (end-of-semester evaluations) – back then, we called them “kipakolás” – and the passionate creative work, the current and the new MOME: a cause unlike anything else in the world.  The opportunity to return to my alma mater and contribute to its future growth is an incredibly personal and transformative experience. I am deeply grateful for the chance to work at the university where I once studied, and which has given me so much. 

As Deputy Rector for Strategy and Development, my most important task is to continue building the “University of the Future”, a project I joined a year and a half ago in a leadership role, and to further strengthen MOME’s international reputation and partnerships. 

The “University of the Future” model requires entirely new competencies and directions in many respects. What innovations are you introducing, and which values will you preserve and continue to uphold? 

L. É.: One of MOME's greatest strengths has always been innovation, its spirit of experimentation, and its proactive approach, and this will continue to define the university's future. As we proceed with the developments, we are constantly learning. We place great emphasis on passing down not only our understanding of current trends but also the wisdom of earlier times and classical knowledge to new generations. We aim to train proactive, responsible and authentic students with a complex, critical, and creative view of the world. As Manly P. Hall pointed out in his magnum opus, The Secret Teachings of All Ages written at the age of 27 in 1928, the quality of our thinking determines how we understand the world, the decisions we make, and our relationship with our environment. 

What common leadership and communication strategy are you planning to follow to ensure unity and continuous coordination? How do you plan to involve students and university staff in decision-making? Will there be new channels and tools in this area as well? 

L. É.: As an organisational psychologist, it is essential to me to ensure that collaboration with people, whether individually or within teams, is both transparent and inclusive. Organisational transformations can only be successful if the university’s faculty and students understand and feel a sense of ownership over the changes and feel validated in their role throughout the process. It is crucial for the university to function as a community where everyone finds their place, where diverse talents and skills converge and complement each other, and where students, faculty, and staff alike can feel that they are part of something greater. 

P. K.: We place great importance on multifaceted communication. From the outset of developing the University of the Future, we engaged hundreds of colleagues who collaborated in various working groups to collectively shape the program's concept. The implementation is now proceeding along similar lines of collaborative work. Starting in September, we will launch employee forums and introduce a pioneering app and online platform developed by our digital experts, which will facilitate internal communication among our colleagues and students. As Rector, it is particularly important for me to have direct contact with all the members of the university, especially the students. 

What are the main short-term objectives and priorities for the coming months?   

P. K.: The autumn period will be defined by the implementation of the University of the Future. The whole MOME community faces a monumental task. Everything we now lay down in terms of the educational model and organisational structures will impact future generations. It is a momentous challenge, but transformation is essential to respond successfully to today’s change and the needs of newer generations. This large-scale project has mobilised the entire institution, fostered more integrated collaboration between departments and programs, and significantly strengthened the community—qualities that are among the greatest values of our time. 

What do you hope will be the long-term legacy of your leadership? What would you like to be remembered for? 

Petra Aczél:

One that makes sense to be and to act in. Many people today talk about a turning point in our era. In such times, it is easy to fall in love with the spirit of what the age celebrates the most. That is why, especially in these periods, it becomes crucial to maintain clarity, inner balance, and authenticity, so that we don’t always pay attention to external influences, but first to inner ones. If a culture flourishes at MOME where the final lines of Kipling's poem IF truly resonate—where every minute is lived to the fullest, where we do not hold back our energy, and where we work not just to solve problems but to create—then that will be the true legacy. Undoubtedly, there will not only be achievements but also occasionally setbacks, disagreements, and consequently, growth. And with that, I also hope that the way we collaborate with both the old and new leadership staff for MOME and within MOME, can also become a positive legacy. It is an honour and a joy for me to serve these goals. 

L. É.: The University of the Future is a true MOME-novum; we aim to open new paths in higher education. We are building a university that can respond not only to today's challenges, but also to those of the future, both at national and international levels. I believe that the University of the Future needs the leaders of the future, which is why it is of utmost importance for me to support the emerging generation of creative leaders and develop leadership capabilities within the university. Let MOME truly be the "University of the Future" for the next generations: not just a place where one can learn and where it is enjoyable to do so, but a professional community where the creative specialists and leaders of the future are shaped. 

P. K.: My term as Rector coincides with the implementation of the University of the Future. This is both a huge responsibility and a challenge. The central theme of my Rectoral candidacy was "with heart and soul," and I continue to hold firmly to this belief. I want to leave behind a community and an institution that is a stable, self-sustaining think tank full of innovative energy. My aim is for the institution to be able to give creators to the world who are whole humans with moral integrity and inner freedom, who have the courage to innovate, and who are also capable of addressing social challenges and making a lasting impact. It is significant for me that we support young people as a priority and create opportunities for them to grow and develop. I believe they are the future of the university and of us all.