KAIST Vision 2031

A Global Value-Creative Leading University
Making a Beautiful Difference Beyond Imagination!

Challenge, Creativity, Caring
VISION 2031
Committee
CONTENTS 1
Greetings
Executive Summary
25 Ⅰ. Overview
27 1. KAIST Grand VISION 2031
33 2. Presentation of Objective Goals
34 3. ‌Attainment of Goals through
Five Key Innovations
36 4. Sustainability of Strategies
38 5. KAIST’s Development and Achievements
45 6. Reflection
51 7. ‌Integrated Model of
Five Key Innovation Strategies
53 Ⅱ. Survey
55 1. Survey Outline
56 2. Survey Results
57 3. Key Responses
61 Ⅲ. Details
63 1. Education Innovation
67 2. Research Innovation
73 3. Technology Commercialization Innovation
77 4. Globalization Innovation
82 5. Future Strategy Innovation
83 Ⅳ. Action Strategies
85 1. Outline of Action Strategies
91 2. ‌Organization and Governance Competence in
Convergence and Collaborative Research
97 3. Human Resources
100 4. Funding
103 5. ‌Number of Faculty Members/
Students and Budgeting
105 6. Major Projects
111 Ⅴ. Conclusion
113 1. ‌Leading Future Society through
Science and Technology
116 2. Contribution to World Development
117 3. ‌Establishment of KAIST Strategic
Research Center
118 4. ‌From 2017 to 2071 – KAIST’s 100th
Year Anniversary
119 5. Action List
132 6. Closing Remarks
133 Appendix
135 1. Progress
136 2. VISION 2031 Committee
Greetings
KAIST Challenge and Innovation
“VISION 2031” embodies KAIST’s willingness to take on new challenges and lead
innovation. Since its establishment in 1971, KAIST has grown into a world-class university
under the strong support of the state and Korean people. In order to meet public
expectations, KAIST is poised to take a new leap forward toward becoming a world-
leading university.
The “Terman Report,” which provided a crucial impetus for the establishment of KAIST,
contains “dreams and vision” that look beyond the horizon of history. As suggested in the
heading of its final chapter, “The Dream of the Future,” the report concludes as follows:
“It will by 2000 be a great Institute of Technology with an international reputation. KAIS
will have spearheaded a new era in education. Even more important, KAIS will have
enhanced the self-confidence of Koreans, and will have become a cornerstone in the
establishment of a stable free society in Korea.”
The dream envisioned in the report has been fulfilled. KAIST has led the industrialization
of Korea for half a century, fueling rapid economic growth. Since its foundation, KAIST
has produced 61,932 graduates, including 12,620 Ph.D. degree holders, in science and
engineering. KAIST graduates, who are now working at universities, research institutes,
businesses, and governmental agencies, have played a pivotal role in the nation’s
industrialization and in the information revolution. Approximately 23% of those graduates
have attained leadership positions in industry, academia, and research institutes in Korea.
KAIST has also served as a breeding ground for innovative startups, earning the
nickname “venture academy of Korea.” The number of startups founded by our
graduates totals 1,456, creating about 32,000 jobs and 13.6 trillion won in annual sales.
Given that the total amount of government funding for KAIST for the past 46 years is 2.9
trillion won, the return on government investment is very high. In terms of startups only,
we can safely say that KAIST is one of the most successful government projects.
The latest international university rankings have confirmed KAIST’s position as a world
class institution; it ranked 41st overall in the 2017 QS World University Rankings, and
it ranked third in the QS list of new universities, those that are less than 51 years old.
In particular, it topped the list of the world’s most innovative universities released by
Thomson-Reuters, in both 2016 and 2017.
With the arrival of the fourth industrial revolution in the 21st century, KAIST now faces an
opportunity to fulfill a new mission. As a university that was a beacon of hope to Korean
people fifty years ago when the nation was about to enter the stage of industrialization
and ultimately became the spearhead of the nation’s industrial development, KAIST will
vigorously embark on a new journey toward its “second mission,” and remain a beacon
illuminating the future of Korea and humanity. Under the vision of becoming a "global
value-creative leading university," KAIST will concentrate on innovations in five areas: 1)
education; 2) research; 3) technology commercialization; 4) globalization of the university;
and 5) future strategies for the university and our country.
In this report, KAIST will present concrete action plans for innovation. These innovative
strategies have been formulated as a result of intensive discussions among experts
from various fields, as well as with KAIST members, held over the course of a year.
Indeed, we have continuously provided a forum for communication, such as on- and off-
campus hearings, so that the process of drawing up plans could be shared by both KAIST
members and Korean people. In an effort to give the public easy access to the report,
it will be published in the Korean language under the title “2031 KAIST Future Report.”
Also, through the declaration ceremony of VISION 2031, we will introduce a new vision to
the nation and its people, suggesting a path toward a hopeful future.
I have the firm conviction that in 2031, when KAIST will celebrate the 60th anniversary of
its founding, it will have made a leap forward toward becoming a global value-creative
leading university. Our second mission will be fulfilled without failure. Our confidence for
the new mission will be included in the "VISION 2031 Report," sometimes called "Second
Terman Report." And it is as follows.
“In 2031, KAIST will have spearheaded the fourth industrial revolution via innovation
in education, research, technology commercialization, and globalization. Even more
important, KAIST will have enhanced the pride of Koreans, and will have become a
cornerstone in the establishment of Korea as an advanced country.”
Thank you.
February 2018
Sung-Chul Shin
President of KAIST
VISION 2031 Executive Summary

Main Goal of VISION 2031: As a global value-creative leading university, KAIST seeks to
contribute to the “happiness and prosperity of humanity through innovation in science
and technology.”
1. Culture and Value Orientation of VISION 2031
Culture of VISION 2031
VISION 2031 promotes a culture of inclusiveness and respect among all members. KAIST
seeks to produce science and technology leaders who can cooperatively solve problems
by using creativity to meet challenges. These creative individuals will possess strong
character traits, including a passion for challenges, the capacity to overcome adversity,
and self-directedness. In addition, they will have the ability to identify scientific issues and
social problems, cooperating across various disciplines to resolve identified issues and
thereby creating new value.
VISION 2031 encourages a love of humanity based on mutual respect and consideration
among members. Each member will carry out responsibilities in education, research,
and administration with a strong sense of ethics. At the same time, mutual respect and
constructive relations will be fostered with the local community and various stakeholders.
Furthermore, KAIST will produce global leaders who contribute to not only the
development of Korea but also the advancement of humanity. These leaders will mature
into communicators who are capable of working harmoniously with others around the
world to overcome global issues.
1
Ideal KAISTian
The core values previously emphasized by KAIST were “challenge” and “creativity.” Under
the new vision, KAIST will promote a “caring” spirit among members and exert efforts
to nurture talent with focus on C³: “challenge,” “creativity,” and “caring.” Here, “caring”
refers to the empathy to embrace others, individual morality, and social responsibility
based on genuine respect. C³ will serve as an important criterion in the recruitment of
students, faculty, and staff.
2 • VISION 2031 - A Global Value-Creative Leading University

2. Integrated System and Slogan of VISION 2031
Framework of KAIST Grand VISION 2031

글로벌 가치창출 선도대학
The University of Science & Technology Innovation

for Humanity's Happiness and Prosperity
인류의 행복과 번영을 위한 과학기술혁신 대학
Innovation Innovation Innovation in Innovation in

Technology
in Education in Research Commercialization Globalization
Research on
Fostering Social- Tech.-Value Creating
Challenging Problems World Bridge
Value Enhancing Entrepreneurial
Faced by Humanity & KAIST by 2031
Creative-Leaders University
Countries
•Recruiting students •Shaping sustainable •Activating entrepreneurship •Maintaining a global

with creative potential research environment education campus
•Strengthening •Establishing overseas
•Transforming •Promoting creative &
infrastructure for startups campuses
curriculums and risk-taking research
systems •Building professional IP •Pursuing KAIST-initiated
•Fostering management systems global research
•Transforming teaching global-leading
•Establishing technology •Expanding KAIST
and learning methods transdisciplinary
holding company & development model to
research groups
cooperation cluster developing countries
Innovation in Future Strategy

A university that pursues “what” and “how”
KAIST C3 Spirit Challenge Creativity Caring
Integrated System of VISION 2031
3
VISION 2031 is built on an integrated system comprising five innovation divisions:
education, research, technology commercialization, globalization, and future strategy.
KAIST will deliver optimal results in each innovation division under the new vision
of C³, which stands for “challenge,” “creativity,” and “caring.” Through systematic
implementation of VISION 2031, KAIST will gain the competence to prioritize “what” over
“how,” as expected of a world-leading university. By integrating the various innovation
strategies of VISION 2031 into a virtuous self-reinforcing system, KAIST will guarantee
the sustainability of its vision.
Through the complementary relations among the five innovation divisions, KAIST will
derive action plans to achieve “happiness and prosperity of humanity through innovation
in science and technology” and ultimately succeed in fulfilling its key mission of becoming
a “global value-creative leading university.”
VISION 2031 Slogan
The spirit of VISION 2031 is conveyed in a simple and easily understandable slogan.
The slogan of VISION 2031 relies on affective language to express the idea of “human-
centered innovation,” which can be understood by everyone throughout the world.
“Difference” represents a love for challenges and the power to overcome adversity.
“Beyond Imagination” means the spirit of creativity. “Beautiful” represents a caring
spirit which encompasses the capacity to respect others, individual morality, and social
responsibility.

3. Innovation Strategies of Each Division
Presented below are the visions and specific action plans for the five divisions of
education, research, technology commercialization, globalization, and future strategy.
Education Innovation
The vision for education innovation is “Fostering Social-Value Enhancing Creative-

Leaders.” We propose 17 action items to achieve this vision.
< Innovation Strategy of Education >

Innovation Strategy Action Item
•Improvement of admissions process to recruit students with

creative talent
Recruiting •Improvement of admissions process to recruit diverse students
students with
creative potential •Enhancement of benefits and aid to attract outstanding students
•Normalization of high school education by improving student
recruitment methods
•Strengthening of freshmen courses

•Introduction of flexible semesters and flexible credit systems
Transforming •Strengthening of advisor roles and thesis research
curriculums and
systems •Strengthening of curriculum monitoring and feedback
•Establishment of the School of Transdisciplinary Studies
•Establishment of creative design labs and training programs
•Implementation and expansion of Education 4.0 program for

transforming teaching and learning methods
•Enhancement of smart learning infrastructure
Transforming •Expansion of Massive Open Online Courses (MOOCs) and
teaching and real-time distance joint classes
learning methods •Introduction of extreme-end classes
•Modularization of courses for customized education
•Establishment of bilingual teaching environment
•Establishment of system for education innovation
5
The ongoing fourth industrial revolution will advance humanity by science and technology
innovation. What kinds of science and technology talent do we need in the future? KAIST
will make efforts to foster creative transdisciplinary leaders who can enhance social
values of science and technology.
First, we will establish the School of Transdisciplinary Studies and present a model
of education to foster global leaders for the fourth industrial revolution. The non-
departmental track of the School of Transdisciplinary Studies will contribute to fostering
transdisciplinary talent with strong foundation in basic science and engineering, as
well as fast adaptability to the changing environment. The Steering Committee for the
Establishment of the School of Transdisciplinary Studies will design the curriculum and
establish course development plans, with the goal of launching the program in March
2019. The establishment of the School of Transdisciplinary Studies will offer students
more diverse majors to choose from.
KAIST students should have stronger global competence. We will teach them to learn
how to change the world as Global Shapers, how to drive innovation in the world as
Global Innovators, and how to move the world as Global Movers. We will provide students
with more opportunities, including global volunteering activities, to develop a passion for
volunteering, embrace challenges, make sacrifices, and take on responsibility. We will
invite more Nobel laureates and global leaders to inspire our students to pursue global
thinking and contribution.
Innovative changes must be introduced to lectures conducted regularly on campus. In

an age when teaching methodologies and techniques are evolving by the day, KAIST
should develop its own innovative lecture model to keep up with the times. The institute
will offer degree programs that integrate smart learning infrastructure such as EDU
4.0 and KOOCs(KAIST MOOCs) with educational know-how, thereby reflecting the latest
trends of student-centered education innovation, including Flipped Learning and MOOC.
As part of giving back to society through education, KAIST will expand its virtual campus
for the upskilling of business people. Retraining programs have been viewed as the most
effective solution for companies seeking to enhance competitiveness in the age of the
fourth industrial revolution. In response to this demand, KAIST will provide real-time
distance joint classes for businesspeople to study and work at the same time.

Research Innovation
The vision of KAIST research innovation is “Research on Challenging Problems Faced

by Humanity & Countries." We propose the following three innovation strategies with 13
action items to achieve this vision.
< Innovation Strategy of Research >

•Innovation in researcher hiring system
Shaping •Establishment of self-initiated research centers
sustainable •Cross-generational collaboration lab system
research •Stimulating research collaboration among KAIST, industries, and
environment research institutes
•Strengthening strategic research planning functions
•Strengthening of creative/risk-taking research
•Attracting of outstanding/diverse international faculty
Promoting •Providing motivation for spinoff startups
creative & risk-
taking research •Improving research service system
•Strengthening research capacity through academic information
service
Fostering •Establishment of selection process for future-oriented flagship
global-leading strategy research
transdisciplinary •Selection of candidate areas based on flagship selection process
research groups •Establishment and implementation of plans to support flagship research
Among these research innovation strategies and action items, the key issues are
described below;
First, KAIST needs to create a transdisciplinary and meta-research platform to promote

cross-boundary collaborative research activities among KAIST faculty members and
research groups. In the era of the fourth industrial revolution, a transdisciplinary research
approach is not merely an add-on to the conventional research practice, but a core
research strategy beyond inter-and transdisciplinary research methods. Moreover, the
meta-research framework enables the combination of multiple sets of “transdisciplinary
research” activities to enhance the diversity and depth of research activities. Thus,
KAIST should also recognize the importance of a transdisciplinary and meta-research
framework, and create a new research platform to promote these types of collaborative
research activities.
7
Second, VISION 2031 Research Innovation Committee has been searching for an
innovative lab model to encourage cross-generational collaboration research. This type of
“Cross-Generational Collaboration Lab System" will be the first attempt in South Korea
to sustain academic success and knowledge across the generations through cooperation
between senior and junior faculty members.
Third, since its early stages, KAIST has been cooperating actively with industries to
conduct applied research. In order to scale-up this tradition, KAIST should place
emphasis on establishing a Triple Helix model of collaboration among industries,
universities, and research institutions. KAIST will need to play a key role as an open
innovation hub, where research institutes and young talent on campus gather to
collaborate and pursue scientific and technological innovation.
Fourth, the committee has defined 10 Flagship Strategic Research Areas through
extensive discussions and analyses. These areas can be divided into four groups. The
first group of Flagship Strategic Research Areas includes six research areas related to
the fourth industrial revolution. The second group has two areas in bio/medicine/medical
science and healthcare. The third group has one area in energy/renewable energy/
environment, and the fourth group has one area related to defense technology.
Bio/medical Fourth industrial revolution

Wise Brain Super Intelligence Initiative
Understanding of brain function/ Future artificial intelligence
treatment of brain diseases
Next-generation Precision medicine platform Hyperconnection photonics

Treatment of cancer/incurable diseases Hyperconnected information
processing
Overcoming
Energy/environment New material revolution
challenges faced by New material development/
Energy cloud
humanity and molecular printing
Renewable energy production
/storage/distribution countries!
National defense/security/aerospace Quantum Technology

Next-generation computing/
information and communications
Space technology innovation
Space innovation
R&S CPHES
Smart infrastructure
Intelligent unmanned systems for disaster/safety management
Future warfare and cyber security
< 10 Flagship Strategic Research Areas >

Technology Commercialization Innovation
The core vision of technology commercialization is a “Technology-Value Creating

Entrepreneurial University.” The 10 strategies proposed to achieve this vision are as follows.
< Innovation Strategy of Tech. Commercialization >

•Establishment of entrepreneurial university model for KAIST
Activating •Design of undergraduate and graduate entrepreneurship
entrepreneurship
curricula to nurture entrepreneurs
education
•Education on social values and ethics for scientists
•Expansion of KAIST’s entrepreneurial infrastructure for improved

Strengthening success rate in entrepreneurial activities
infrastructure for
startups •Establishment of entrepreneurial ecosystem through
cooperation with external entrepreneurial infrastructure
•Establishment of goals for technology commercialization

activities, and design of incentive system
Building •Creation of intellectual property and design of patent
professional IP
application/management process
management
systems •Promotion of industry/academy/research institute cooperation
and transdisciplinary research, and enhancement of patent
value
Establishing
technology •Establishment of technology in-kind investment companies and
holding company expansion of technology investments
& cooperation •Establishment of university-industry cooperative clusters
cluster
The mission of universities in the 21st century, in addition to their traditional roles in
education and research witnessed in the past two centuries, is industrial cooperation
and social contribution through R&DB. Notably, R&DB is highly important not only in
expanding university funds, but also in creating jobs for youth and improving national
competitiveness.
9
For innovation in technology commercialization, KAIST seeks to maximize its intellectual
property and economic outcomes by first encouraging the launch of technology in-kind
investment companies and startups. Technology commercialization experts should
be fostered in order to improve competence in identifying promising technologies and
companies. In addition, policies for technology commercialization should be established
to support investments in selected technologies and companies, and to accelerate the
startup cycle based on a comprehensive review of general startup-related regulations. It
is also necessary to instill an entrepreneurial culture by introducing successful cases of
student startups and inviting well-known entrepreneurs to share their experiences.
To systematically promote startups, KAIST will exert efforts to establish a diverse

cooperation infrastructure. A key example is its plan to expand the startup supporting
infrastructure from the Institute of Startup KAIST to Pangyo and Gangnam in the
Yangjae R&CD Innovation Hub. Above all, active investment is essential for innovation
in technology commercialization. KAIST plans to cooperate with investors at home
and abroad to accelerate commercialization of its outstanding technology. To further
attract investment, it has signed an MOU for research cooperation and technology
commercialization with Israel’s Yozma Fund.
An important aspect of innovation in technology commercialization at KAIST is

contribution to the development of small- and medium-sized enterprises. The business
environment has changed rapidly with the advent of the fourth industrial revolution.
In Korea, small- and medium-sized enterprises constitute a significant portion of the
national economy, accounting for 99.9% of local businesses and 87% of jobs. Accordingly,
K-Industry 4.0 was launched to lead the smart transformation of small- and medium-
sized enterprises. Based on KAIST’s outstanding human resources and technology,
small- and medium-sized enterprises of Korea will be improved to form a world-class
smart factory. Other efforts aimed at enhancing the competence of such enterprises
include infrastructure development for prototype testing by startups, matching of
KAIST’s technology to business demand, and development of automated manufacturing
technology.

Globalization Innovation
The core vision of globalization innovation is “World Bridge KAIST by 2031.” The 17
strategies proposed to achieve this vision are as follows.
< Innovation Strategy of Globalization >

•Establishment of campus without linguistic/cultural barriers
Maintaining a •Globalization of faculty
global campus •Globalization of students and researchers
•Globalization of administrative system
•Establishment and management of global R&D centers

(USA/EU and ASIA)
Establishing •Establishment and management of at least one overseas campus
overseas •Development and utilization of advanced international
campuses transdisciplinary research/education programs
•Innovation in global technology commercialization strategies
•Innovation in PR strategies to enhance KAIST’s visibility
•Outbound international research

Persuing KAIST- •Inbound international research
initiated global •Global commercialization of KAIST’s outstanding research
research •Establishment of vision and research strategies in
KAIST-initiated research areas in science and technology
•Dispatching research volunteers to developing countries and

technical support (R&D technology and equipment)
Expanding KAIST •Enhancing KAIST’s reputation among developing countries
development by providing educational support through the establishment
model to of graduate schools in economic development, science, and
developing technology
countries
•Establishment of ASEAN-KAIST R&D Center
•Establishment of KAIST Spirit & Mind Foundation
In the 21st century, globalization is not an option, but rather a must. The first step to
the globalization of KAIST is to construct a Korean-English Bilingual Campus. In doing
so, the institute will promote linguistic proficiency in Korean and English by offering
11
English-language educational programs for locals and Korean learning opportunities for
international members. Cultural experience programs that integrate Korean language
learning will also be developed, so as to contribute to building a campus in which two-way
communication is possible in two languages. Bilingualism will be enforced in information
sharing media, including the KAIST Portal.
To create a foreigner-friendly campus environment, KAIST will identify issues faced by

international students and actively find solutions through counseling. The international
food corner in school cafeterias will be gradually expanded, and the KAIST Daycare
Center will increase its capacity. International faculty will be provided with improved
support for their children’s education, including educational subsidies, based on close
cooperation with Taejon Christian International School.
Another important agenda of globalization innovation is to enhance the international

reputation of KAIST. The institute will solidify ties with the World Economic Forum (WEF)
and other international organizations through the joint organization of international
events. By participating actively in the international events organized by the organizations
to publish university rankings such as THE and QS, KAIST will promote its excellence in
education, research, and technology commercialization.
Future Strategy Innovation
The core vision of future strategy innovation is “a university that simultaneously

pursues ‘How’ and ‘What.’” A virtuous self-reinforcing system should be established
to integrate and strengthen ties among the innovation divisions of VISION 2031. The
key task of the Future Strategy Innovation Division is to provide infrastructure for
effective implementation of innovation strategies in education, research, technology
commercialization, and globalization under VISION 2031, and to ensure sustainable
growth based on transparent assessment and motivation.
The goal of VISION 2031 is for KAIST to become a “global value-creative leading university
and one of the world’s top 10.” To achieve this vision, the organization, human resources,
and funds must be optimized. The proposed future strategies serve as basic principles in
setting basic directions for the four innovation divisions of education, research, technology
commercialization, and globalization.

The principles of implementation of future strategies are as follows. First, KAIST will exert
efforts to make contributions to humanity in accordance with its founding philosophy and
sense of duty to the nation. The KAIST culture, previously focusing on the core values
of “challenge” and “creativity,” will be expanded to include a caring and giving spirit. By
sharing VISION with all members and passing on the message to younger generations,
the institute can ensure the sustainability of strategies proposed under VISION 2031.
Moreover, it will engage in holistic education and research through the convergence of
science and technology, as well as the cultural arts.
To prioritize “What” over “How,” KAIST will build the KAIST Future Strategy Research
Center, which will serve as a think tank group that devises future strategies for KAIST and
presents solutions to national issues in this age of uncertainty.
Korea stands at the forefront of information and communications technology and

various industries. While it was more important to address “How” when Korea was
lagging behind developed countries, universities must now take the initiative in finding
“What” to solve. KAIST must make the transition from solving pre-defined problems to
independently identifying issues, thereby conducting research that sets directions for the
nation, humanity, and science and technology. The Future Strategy Research Center will
be equipped with the necessary expertise and insights to serve as a think tank that makes
evidence-based predictions, thus preparing the nation for a future driven by science and
technology innovation. It will be responsible for long-term, continuous monitoring to
ensure the institute’s commitment to VISION 2031.
More specifically, KAIST will jointly organize pilot projects and international forums
related to the fourth industrial revolution with the World Economic Forum (WEF), and
establish a platform to stimulate discussions on global agendas and future strategies
needed for the fourth industrial revolution. To this end, it will closely cooperate with the
WEF to become a role model in the age of the fourth industrial revolution, ultimately
enhancing its international standing and contributing to global science and technology
innovation.
13
4. VISION 2021 – Short-Term Action Strategies
Short-term action plans and strategies are essential for effective achievement of VISION
2031. VISION 2021 will be an intermediate base and a milestone leading to VISION 2031,
which coincides with KAIST’s 60th anniversary.
Global Ranking VISION 2031

10
VISION 2021
20
41
2017 2021 2031
Short-Term Action Strategies for Education Innovation
We will recruit talented individuals with creative potential by improving admission

assessment methods and criteria. We will admit students who have potential for
pursuing C3 (Challenge, Creativity, Caring). We will improve the admissions process and
criteria as follows.
< Short-Term Action Strategies of Education 1 >

Classification Current Improvement
Comprehensive Emphasis on C³ potential in admission evaluation

evaluation based •(Challenge, Creativity) R&E, student clubs,
on academic experiential activities
Document performance,
screening school records, •(Caring spirit, Sense of community) Volunteering,
(Stage 1) statement group activities, relationship with peers, filial piety,
of purpose, and exemplary performance
and letters of •(Leadership) Performance as class leaders or
recommendation student club leaders

In-depth evaluation with separate sessions for

academic and social capacities
Comprehensive •(Increase in interview preparation time) 20 min ('17)
evaluation based → 35 min ('18) → 55 min ('19)
on academic •(Additional evaluation by category) 20 min ('18) → 40
Interview competence
min ('19)
(Stage 2) (problem-solving
in mathematics ☞ Session 1 (20 min): In-depth academic evaluation
and science) and of mathematics, science, english, etc.
social capacities ☞ Session 2 (20 min): Comprehensive evaluation of
social capacities, including core values such as
“challenge,” “creativity,” and “caring”
We will appoint honorary alumni as admissions officers to enhance the reliability and
expertise of student admissions. Student quotas will be adjusted to diversify the student
population beyond science high schools, and to increase the proportion of students with
C3 potential.
< Short-Term Action Strategies of Education 2 >

Higher proportion of students

Selection of students who possess C3 with
from gifted high schools and
a more balanced distribution between
science high schools
•Gifted/science high school : gifted/science high schools and general
high schools
General high school = 7 : 3
Undergra-
duate
Increase in proportion of female students
program
and socially challenged
Higher proportion of male and
Increase in proportion of international
Korean students
•Male : Female = 8 : 2 students from leading foreign high
•Korean : International = schools (80 students/year)
94.1 : 5.9 ※ Improved assessment methods,
including quantification of results from
various international exams
15
Various policies will be implemented to draw outstanding international students. At
present, the number of international students at KAIST only accounts for 6% of the total
student body, and this is much lower than that of world-class engineering universities
(34% at MIT, 28% at Nanyang Technological University, 27% at the National University of
Singapore, and 28% at Hong Kong University of Science and Technology). In the future,
KAIST will actively recruit international students by receiving recommendations from
embassies in Korea, collaborating with international faculty to open recruiting booths in
overseas study scholarship fairs in major developing countries, and supporting KAIST
international students' promotional visits to high schools for international students.
KAIST will innovate educational programs and systems to cultivate creative, trans-
disciplinary talent. We will establish the School of Transdisciplinary Studies to help
students build a solid foundation in basic science and engineering, and define and solve
emerging convergence and transdisciplinary problems creatively. We will develop a
new curriculum by reorganizing academic units and disciplines beyond conventional
academic departments. We will recruit ten dedicated faculty members by the year 2021.
To promote the convergence science and technology with humanities and social
sciences, KAIST will organize two to three annual meetings between natural sciences
and humanities. We will also offer joint lectures on humanities and social sciences
in collaboration with other science and technology universities, driving innovation in
the social value aspect of education, and sign a funding agreement with the Korea
Foundation for Advanced Studies (September 2018; goal of at least 10 billion over the next
five years).
We will continue to transform ways of teaching and learning to provide our students with
competence in creative and transdisciplinary research. KAIST will establish a Virtual
University environment by increasing the number of network classes to 20 and teamwork
rooms to 50 by 2021. Massive Open Online Courses (MOOCs) and other large-scale online
teaching platforms must be adopted to effectively utilize the virtual environment. By 2021,
the number of KOOCs (KAIST MOOCs) will double to 40.

< The Number of KAIST MOOCs >
KOOCs Year 2017 2018 2019 2020 2021

(KAIST
MOOCs), Developed 14 20 25 30 40
Coursera,
K-MOOCs Accumulated 41 61 86 116 156
Education 4.0 classes will account for more than 15% (400 classes) in 2021 and 50% in
2031.
< The Number of Education 4.0 Classes >
Year 2017 2018 2019 2020 2021
Classes per year 138(5%) 170 200 250 400(15%)

No. of classrooms
3(21) 5(26) 5(31) 6(37) 8(45)
(accumulated)
KAIST will participate in STEAM (Science, Technology, Engineering, Arts, and

Mathematics) College for K-12 education in collaboration with other science and
technology universities. This will be sponsored and led by Korea Foundation for the
Advancement of Science & Creativity.
Finally, we will introduce unsupervised exams and a student honor code for regular
classes to fortify student’s morality and integrity.
Short-Term Action Strategies for Research Innovation
Short-term strategies for research innovation consist of the following four parts.
First, KAIST needs to set up a research planning control tower not only to drive innovation
in research funding, but also to lay the foundation for world-class research. It should try
to secure block funding as a preemptive response for KAIST to lead the fourth industrial
revolution as well. Priority will also be given to outstanding seed projects to deliver world
best or world first results.
Second, various policies will be introduced to promote transdisciplinary and collaborative
17
research. The Career Quantum-Jump Grant (CQ-JG) will be launched to provide new/
mid-career/experienced faculty with appropriate equipment and funds. The Fundamental
Science Cafe will create a space for sharing of ideas in fundamental science. The Multi-
Sponsored Research and Education Program (MSREP) will encourage the involvement
of research groups across various institutes and contribute to the installment of a remote
lecturing platform.
Third, support for creative and risk-taking research must be expanded for individual
researchers and research teams. To increase the support for risk-taking research, KAIST
will expand the KAIST Grand Challenge KC30 (KAIST Grand Challenge + seed money
for Crazy but Grand Ideas) program and provide research equipment to researchers
who seek breakthroughs in their field of research. This funded creative transdisciplinary
research project will be conducted to maximize human creativity and other skills that are
irreplaceable by AI.
Fourth, KAIST plans to launch and implement a cross-generational collaboration lab

system by the end of 2018, supporting at least 30 labs in the long run. Moreover, KAIST
will foster world-leading transdisciplinary research groups through the construction of
a transdisciplinary meta-research building for the age of the fourth industrial revolution,
and support the National Defense 4.0 Research and Education Project. To emerge as a
global leader in artificial intelligence (AI), the institute will host the AI World Cup, expand
its AI curriculum, and support promising projects through the Venture Research Program
for Graduate Students.
Fifth, KAIST will improve the overall research service/support system by upgrading
balance accumulation policies, recruiting IP attorneys, and shortening the contract
process with companies and international research partners.
Short-Term Action Strategies for

Technology Commercialization Innovation
As part of short-term action strategies for technology commercialization innovation,

KAIST will first exert efforts to design and expand entrepreneurship education.
Entrepreneurial and business analytics (BA) curriculum platforms will be designed and
implemented for all MBA programs. Students will enjoy more diverse options to fulfill

credit requirements through basic electives in humanities, required/elective majors,

and thesis research. Advanced transdisciplinary capstone design classes, which involve
project-based learning, will be introduced for regular courses in all departments. The
K-School will be jointly operated with 18 departments for the Master of Entrepreneurship
& Innovation, and currently enrolled students receiving KAIST and national scholarships
will have the option of pursuing a graduate minor in entrepreneurship. The Company-
University Cooperation (CUop) program will be launched in cooperation with universities
specializing in science and technology.
KAIST will develop an entrepreneurial support infrastructure. The Institute for Startup
KAIST will be reorganized to strengthen its competence in entrepreneurial support.
Startup-related regulations will be amended to promote and facilitate research-based
startups by removing possible obstacles in the startup launching process for faculty,
students, and researchers. The faculty evaluation system will also be improved. Faculty
contributions will be acknowledged when students launch startups based on research
conducted under the supervision of their advisors.
KAIST will create intellectual property and specialize its management process. Experts
will be recruited to enhance investments, technology transfers, and professionalism
in commercialization. The institute will cooperate with Israel’s Yeda and other experts
capable of identifying and commercializing outstanding technology, so as to successfully
establish technology in-kind investment companies and enhance its competence in
technology transfers.
Venture support will be expanded to create more jobs for the general public at the
national level. Through the Open Venture Lab, KAIST will 1) provide a free space for
business startups (including office and internet infrastructure) and for anyone who
wishes to start a venture during a certain period of time, 2) have its faculty provide basic
training, consulting, and mentoring, and 3) develop a nationwide success model in
cooperation with related companies and government agencies. Through the K-Industry
4.0, KAIST will 1) enhance national competitiveness and maximize job creation through
the growth of small- and medium-sized enterprises (SMEs), 2) establish the SME
4.0 production innovation platform to facilitate small quantity batch production by
integrating manufacturing and ICT, such as cloud, AI, and big data, and 3) establish the
19
E-School* control tower to produce future leaders of the fourth industrial revolution.
[*Fostering of transdisciplinary talent with focus on Employment, Entrepreneurship, and
E-learning]
Furthermore, KAIST will organize startup idea contests and provide seed capital. 1) The
general public will be invited to submit startup ideas, and winners will receive partial
funding. 2) The winners will have a space assigned in the Open Venture Lab and receive
priority in accessing related services.
To boost technology investment and establish university-industry cooperative clusters,

KAIST will undertake the following. First, it will promote the establishment of technology
in-kind investment companies. For this purpose, 1) promising technology and companies
will be identified through investment council meetings and external cooperation, and
investment types will be diversified into joint ventures, investment in existing companies,
and investment in new startups. 2) Investment companies will be selected and managed
based on a pre-assessment of their potential for success (technical, market validation).
Second, KAIST will expand technology transfers and commercialization through strategic
creation of intellectual property. 1) It will actively respond to infringement of rights,
including the establishment of strategies for patent protection, royalty negotiations, and
filing of lawsuits. 2) IP protection and funding will be strengthened through strategic
cooperation with leading law firms and the Korean Intellectual Property Office. IP
professionalism and efficiency will be enhanced based on cooperation with local/
international patent offices, and international technology transfers will be expanded.
Third, KAIST will promote 3) investments in incubating companies (KAIST startups,
technology transfer companies). For this purpose, it will 1) provide strategic consulting
and cooperate with investment companies, and 2) organize IR forums to attract
accelerators, VCs, and CVCs. Fourth, KAIST will establish university-industry cooperative
clusters by sharing its research achievements with small- and medium-sized enterprises
in Seongnam through the K-GLOBAL project and support them in attaining world-class
standards. Fifth, KAIST will develop new criteria in selecting incubating companies, and
focus on fostering technology-based startups with potential for growth in the age of the
fourth industrial revolution. Lastly, it will launch regional cooperation projects based on
regional and national expansion of entrepreneurial education through MOOCs.

Short-Term Action Strategies for Globalization Innovation
KAIST will acquire outstanding international faculty, students, and researchers by 2021. It
will draw up and implement measures to enhance the linguistic skills of staff members
through customized education in the form of diversified language programs (hours, type,
contents). New student exchange programs such as research student exchanges and
visiting student programs (for-credit courses) will be developed. International members
will be able to adjust more rapidly with the implementation of cultural integration policies,
including cultural experiences by learning the Korean language, expanding temple
stay programs, and promoting the KAIST ONE program. Various improvements will be
made for the welfare of international members. Children of international faculty will be
given additional educational subsidies at Taejon Christian International School (TCIS),
and KAIST professors will be invited to participate in the TCIS Lecture Series. The KAIST
Daycare Center will increase its capacity, and the international food corner in school
cafeterias will be gradually expanded. Outstanding teams in Humanity/Leadership II
under the Global Leadership Activity (GLA) program will have the opportunity to visit
Southeast Asia. With the launch of the KAIST Global Leadership Center (KGLC) Fellow
program, up to ten leadership experts will be appointed to serve as mentors to students.
KAIST will establish overseas campuses. A research institute will open under the support
of the Chongqing Municipal Government, and ELK (KAIST alumni company) will provide
overseas training opportunities to ten undergraduate students by sending them to Silicon
Valley companies, research institutes, and universities in the United States.
KAIST will take the initiative in global research. As an international research hub,
the institute will invite world-leading researchers and organize joint research and
international symposiums. It will engage in more active exchange with strategic partner
universities in the form of student exchange, joint research, and seed funds for exchange
programs.
Finally, KAIST will transfer its development model to developing countries. It will expand
overseas volunteer activities and accelerate efforts in the establishment of the Kenya
Advanced Institute of Science and Technology.
21
Short-Term Action Strategies for Future Strategy Innovation
First, funds must be acquired to achieve VISION 2031.
In order to raise funds, KAIST will begin a freshmen donation campaign for freshmen to
experience becoming donors with a voluntary donation of KRW 10,000 until graduation.
In addition, alumni fundraising activities will be encouraged at major events such as

homecoming day and through the alumni management system. General fundraising
activities will be conducted at the events for sponsors and students’ parents.
Greater appreciation will be shown to major donors. The KAIST Science Culture Park
(space to commemorate donors) will be built, and regular health checkup services will
be provided for donors.
KAIST will maximize technological value in overseas markets by cooperating with foreign
institutes (e.g. Weizmann Institute of Science’s Yeda, Yozma Group, etc.) and utilizing the
Global Industry-University Cooperation Research Center (GCORE).
Future science and technology shares will be promoted through professional asset
management. Additional funds will be acquired for government innovation strategies,
and VISION 2031 crowdfunding campaign will be launched.
Second, KAIST will place more emphasis on HR management. It will expand new faculty
and staff recruitment, and allocate appropriate quotas.
For this purpose, KAIST will undergo a reorganization. The KAIST Research Center for
Future Strategy will be established, and the organization will adopt a research center-
oriented matrix structure.
Policies must be improved as well. Legal and institutional regulations should be reviewed
to enhance the efficiency of education, research, technology commercialization, and
globalization activities.
Third, KAIST will strengthen cooperation with the government. It will develop
differentiated items for regional council members and standing committee members,
and arrange various activities such as breakfast meetings, policy forums, guest lectures,
and event invitations.

Number of Faculty Members/Students and Budgeting

Setting specific quantitative goals for the number of faculty members, number of
students, and expected budget to fulfill VISION 2031.
Target Target
Target
2018 2019 2020 2021 2026 2031 Rate Rate
Index
(~2021) (2021~)
Size of faculty 676 715 757 801 998 1,243 5.80% 4.50%
Number of
HR 11,654 11,771 11,889 12,008 12,620 13,264 1.00% 1.00%
students
Student/
17.24 16.46 15.71 15.00 12.65 10.67
faculty ratio
Total budget
858,600 927.288 1,001,471 1,081,589 1,481,870 2,030,291 8.00% 6.50%
(million won)
Government
212,004 228,964 247,281 267,064 401,573 603,827 8.00% 8.50%
contributions
FR
Research fund 382,655 418,357 457,389 500,064 734,758 1,079,600 9.33% 8.00%
Other 263,941 279,967 296,800 314,461 345,540 346,863
※ Assumptions
1. The number of professors will increase to 1,200 by 2031, achieving economies of scale.
2. The student/faculty ratio will decrease to 10 by 2031.
3. Budget
‌ will reach 1 trillion won in 2021 and 2 trillion won in 2031. The budget per professor will
be about 1.6 billion won.
4. The
‌ proportion of government contributions to the total budget will be 25% by 2021 and 30% by
2031.
5. Category
‌ of “Other” includes royalty incentives and earnings from operation of the fund. The
fund’s target is 2 trillion won by 2031.
23
The key to realizing VISION 2031 is securing sufficient financial resources. Therefore,
continuous efforts are needed to raise research funding and government contributions.
A great number of donations are necessary, especially from alumni associations.
Note
The goal under VISION 2031 is to have 1,200 faculty members and a two trillion won
budget by 2031. The annual quantitative goals serve as rough guidelines in working
towards the final goals. Attaining quantitative goals (or conversely not meeting the
goals to do so) is not an indicator of success or failure of VISION 2031.

Ⅰ Overview
1. KAIST Grand VISION 2031
2. Presentation of Objective Goals
3. Attainment of Goals through
Five Key Innovations
4. Sustainability of Strategies
5. KAIST’s Development and
Achievements
6. Reflection
7. Integrated Model of
Five Key Innovation Strategies
Ⅰ. Overview
1. KAIST Grand VISION 2031
Article 1 of the Korea Advanced Institute of Science and Technology Act states that the
institute was established “to train highly qualified scientific and engineering specialists
with profound theoretical background and practical application ability in the fields of
science and technology required for developing industries, in order to conduct mid- and
long-term research and development implemented in accordance with the national
policies, and basic and applied research for developing the potential of national science
and technology, and further to provide other research institutes, industrial sectors, etc.
with research support.”
For nearly five decades since its foundation in 1971, KAIST has worked hard to fulfill its
founding purpose in education, research, and technology commercialization. As a result,
it has joined the ranks of world-class universities in a relatively short period.
However, the next fifty years will present unprecedented challenges. The fourth industrial
revolution, accompanied by innovation in science and technology, will have an impact
on economies, societies, and cultures. Against this backdrop, KAIST must define a new
vision to overcome challenges caused by such changes, so as to continue fulfilling its
founding purpose.
VISION 2031 will act as a blueprint, propelling the institute to higher levels as it heads
towards its 50th anniversary in 2031. Similar to how the Terman Report served KAIST in
its early years starting from 1971, the new vision will be the cornerstone of success in the
future.
KAIST’s mission is the key driving force behind VISION 2031. As a global value-creative
leading university, KAIST endeavors to be the university of science and technology
innovation for humanity’s happiness and prosperity.
27
VISION 2031
As a Global Value-Creative Leading University,

KAIST endeavors to be The University of
Science & Technology Innovation for Humanity’s
Happiness and Prosperity.
KAIST Grand VISION 2031

Mission: Global Value-Creative Leading University
The University of Science Humanity's Happiness

Strategy: for
& Technology Innovation and Prosperity
KAIST Grand VISION 2031
Under VISION 2031, “humanity’s happiness and prosperity” is presented as a practical,

strategic goal of a “global value-creative leading university .” KAIST will develop into a
leading university that creates global value through “science and technology innovation.”
Here, in the pursuit of “humanity’s happiness and prosperity” KAIST must not only seek
economic value, but also contribute to the advancement of humanity by taking into
account humanistic and psychological aspects. The vision is reflected in each of the
following three keywords: “humanity,” “happiness,” and “prosperity.”
First, in relation to the keyword “humanity,” the mission of KAIST at the time of its
establishment in 1971 was the development of science and technology as well as

Ⅰ. Overview
industries. Today, it should exert efforts to achieve universal values that extend beyond
Korea, in order to benefit humanity as a whole. Second, “happiness” is a concept that
not only covers social value, but also encompasses sustainability, dignified living, and
qualitative satisfaction. Social entrepreneurship and the launching of social enterprises
are also included. Third, “prosperity” is the enjoyment of life, surpassing basic needs in
terms of psychological, economic, and material fulfillment.
“Science and technology innovation” implies that KAIST will work to achieve happiness
and prosperity for humanity through innovation in science and technology, in line with
its founding purpose. In particular, the use of “the university” instead of “a university”
reflects KAIST’s determination to become “the best, first, and only one” in creating value
for humanity.
VISION 2031 of the Four Divisions
VISION 2031 was developed based on voluntary, active participation by its key members
and stakeholders: faculty, students, staff, and alumni. More than 100 faculty members
volunteered to serve in the four divisions of VISION 2031 Committee. A large-scale
survey was conducted to collect feedback from students, alumni, and staff. The university
management, including the President, and VISION 2031 Committee organized several
meetings over the past eight months to achieve a consensus among all members. These
efforts led to the completion of VISION 2031.
VISION 2031 comprises four key innovation strategies and five strategies, including
the principles of future strategies, aimed at integrating the different areas. KAIST will
provide education to foster creative leaders who enhance the social value of science
and technology, conduct research and development to overcome challenges for
humanity, emerge as an entrepreneurial university that creates value through technology
commercialization, and play the role of “World Bridge KAIST” through globalization. The
core of the four key innovation strategies lies in the goal of becoming a university that
pursues “what” as well as “how.”
29
VISION 2031 Framework
The framework for the integration of innovation strategies across divisions is as follows.
Making a Beautiful Difference beyond Imagination!


Education Innovation Globalization Innovation Research Innovation

World Bridge KAIST by 2031 Research on
Fostering Social-
Challenging Problems
Value Enhancing
Technology Commercialization Innovation faced by Humanity &
Creative-Leaders Countries
Tech.-Value Creating Entrepreneurial U.

How + What, Virtuous self-reinforcing system
KAIST C3 Spirits: Challenge, Creativity, Caring
The fundamental principles for optimal achievement of VISION 2031 are as follows. The
C³, comprising the core values of “challenge,” “creativity,” and “caring,” serves as the
basic spirit of VISION 2031. KAIST seeks to build competence to conduct research that
places equal emphasis on “what” and “how.” Innovation strategies are integrated to
establish a virtuous self-reinforcing system, in order to guarantee sustainability of the
vision.
Based on the above fundamental principles, the five innovation strategies complement
one another in their respective roles. Action strategies must be carried out to achieve
the goal of becoming “the university of science and technology innovation for humanity’s
happiness and prosperity,” Ultimately, KAIST has to fulfill its mission of emerging as a
“global value-creative leading university.”

Ⅰ. Overview
VISION 2031 Slogan
The slogan of VISION 2031 was developed to convey the spirit behind the vision in a way
that can be easily understood by all.
The final slogan was generated based on the best slogan selected from ideas proposed
by students and faculty of KAIST.
VISION 2031 slogan relies on affective wording to convey the idea of “human-centered
innovation” that can be understood by everyone.
The slogan contains the core values of “challenge,” “creativity,” and “caring.” “Difference”
represents a love for challenges and the capability to overcome adversity, while “Beyond
Imagination” means the spirit of creativity. “Beautiful” represents a caring spirit which
encompasses the capacity to respect others, individual morality, and social responsibility.
KAIST’s Reason for Existence
KAIST’s reason for existence is to be a global value-creative leading university that

contributes to the advancement of humanity through S&T research and education
based on the core values of “challenge,” “creativity,” and “caring.” The goal of KAIST at
the time of its establishment in 1971 was to “foster elite human resources in science
and technology.” Over the past 47 years, KAIST has fostered talent to drive the nation’s
industrial development, and to serve as key research personnel in universities and
research institutes.
The Terman Report predicted that KAIST would have to take a new path in 2000.
Accordingly, KAIST must set a new vision and a goal for the future. For instance, in the
31
future, only a minority of top schools that create advanced knowledge will survive, and
most education are expected to be in the form of online teaching, i.e. MOOCs. To play a
pioneering role amidst such changes, KAIST must aim to join the top 1% of knowledge-
creating and knowledge convergence institutes. Building on its past achievements, the
institute must expand its vision to create and utilize science and technology knowledge
not only for national development, but also for the benefit of humanity.
In general, the mission of top research-oriented universities is to contribute to the nation

and humanity through research and education based on science and technology. MIT’s
mission is “to advance knowledge and educate students in science, technology, and other
areas of scholarship that will best serve the nation and the world in the 21st century.”
Nanyang Technological University’s mission is to be “a great global university founded
on science and technology, nurturing leaders through research and education abroad in
diverse disciplines.”
It is important to determine the new role of universities and to devise measures to

prepare for the future. Recent paradigm shifts in society and technology innovation have
raised public expectations of universities. Instead of being confined to traditional roles
in education and research, universities should contribute to the nation’s sustainable
development by establishing new goals for the future, and employing innovative methods
in teaching and research.
In order to achieve these goals, KAIST must make the transition from follower to first-
mover, identify new issues that have an impact on science and technology instead of
simply solving given problems (From HOW to WHAT), and establish new visions and
strategies for the year 2031 (WHAT FUTURE 2031). KAIST’s new vision for mid/long-term
development reflects its determination to contribute to the advancement of humanity
through education and research in science and technology. As such, VISION 2031 Report
is expected to be an effective follow-up to the Terman Report.

Ⅰ. Overview
2. Presentation of Objective Goals
Goal of VISION 2031
The key to the success of VISION 2031 lies in the commitment and self-actualization of all
members of KAIST. In addition to quantitative results in academic publications, patents,
and technology transfers, KAIST should set qualitative and strategic criteria to evaluate
the impact of its innovative pursuits and knowledge creation.
While qualitative and strategic goals are discussed throughout the report, this section
focuses on an objective summary measure. KAIST seeks to become one of the world’s
top 10 universities in the world university rankings by the year 2031. This goal will act as a
specific measurable indicator of the success of VISION 2031.
To assess the success of VISION 2031, KAIST has set an objective goal that serves as a
specific, measurable endpoint.
Objective Goal
To Become One of the World’s Top 10 Universities by 2031
The institute’s performance in world university rankings can be used to verify whether the
objective goal has been fulfilled. It is one of the measurable indicators used to evaluate
the attainment of goals presented in VISION 2031.
33
3. Attainment of Goals through Five Key Innovations
KAIST has presented five key innovations, namely, education, research, technology
commercialization, globalization, and future strategy. These five divisions must be
integrated for synergy, and serve as a driving force in achieving KAIST’s grand vision.
Education Innovation: “Fostering Social-Value Enhancing

Creative-Leaders”
Science and technology innovation is increasingly being accelerated and having significant
impacts on our society, life, and environment as well as the industry and economy.
Scientists and engineers are also confronted with many social issues and problems. We
therefore will nurture our students to have not only technical capabilities and creativity but
also cognitive excellence, willingness to take on new challenges, the capacity to overcome
adversity, and self-directedness. We will accordingly transform or improve teaching and
learning methods, learning infrastructure, curricula, and extracurricular programs.
Research Innovation: “Research on Challenging Problems Faced by

Humanity & Countries”
As a research-oriented university and pioneering leader of future society and industry,

KAIST has been pursuing innovation through the discovery of new areas in collaborative
research and novel technology development. KAIST will continue this endeavor to prepare
for the era of the fourth industrial revolution.
The core of the KAIST research innovation lies in the paradigm shift from a follower to a
first-mover, and from conducting short-term quantitative output-oriented research to
creative, venture, transformational, and transdisciplinary research.
The expansion of creative, venture, and transdisciplinary research through research

innovation will support the vision of “Research on Challenging Problems Faced by
Humanity & Countries.”

Ⅰ. Overview
Technology Commercialization Innovation: “Technology-Value

Creating Entrepreneurial University”
The term “value-creating” is a concept that includes human resources, knowledge,

economic value, and social value. It reflects a determination to take the lead in changing
and influencing the world. An “entrepreneurial university” creates such value. KAIST will
create value in response to the needs of the nation and society, strengthen technology
commercialization based on past activities in education and research, and maximize
its social impact in this process. In other words, it will mature into an entrepreneurial
university based on its foundation as a research-oriented university.
Globalization Innovation: “World Bridge KAIST by 2031”
KAIST seeks to globalize its education and research achievements by 2031, and serves as
a bridge for educational and research institutes in Korea and the world. More specifically,
it will attract outstanding international faculty/students/researchers and enhance its
global reputation in research. It will organize international consortiums and promote
global commercialization of outstanding research, thereby enhancing the international
standing of KAIST members. Through this process, KAIST will create new growth engines
for Korea and the world, and become a cradle of creativity.
Future Strategy Innovation: “A University that Pursues WHAT and

HOW”
Under VISION 2031, KAIST will become a true pioneer by shifting its focus from “how”
research defined by others into problem-defining “what” research, and thereby establish
future visions and strategies for the age of uncertainty. This is the key approach to the
integration of the four innovation strategies. By operating think tank groups for innovation
in future strategy, KAIST will conduct long-term monitoring of its commitment to the
implementation of VISION 2031, and provide the necessary feedback.
35
4. ‌Sustainability of Strategies
–Follow-Up to Existing Long-Term Strategy Report
VISION 2031 is built on KAIST’s achievements and experiences accumulated over the
past fifty years. The proposed strategies are aimed at creating a better future based on
heritage and continuity, not a complete abandonment of tradition. As such, VISION 2031
highlights notable results from KAIST’s strategy reports.
Terman Report (Dec. 1970)
According to the Terman Report, prepared with the support of the United States Agency
for International Development (USAID), the foundation of the Korea Advanced Institute
of Science (KAIS) was considered the only effective solution to the issue of boosting the
Korean economy. KAIS, if successfully launched, was expected to grow into a world-
class educational institute by the 21st century and to serve as a role model for similar
universities outside Korea.
KAIST Long-Term Development Strategies 1994-2005 (Oct. 1994)
The KAIST Long-term Development Strategies 1994-2005, laid out in 1994, outlined a
vision for KAIST to become a world-class research-oriented educational institute. Three
goals were set under this vision. First, KAIST would join the world’s top 10 in academic
excellence. Second, it would foster creative talent equipped with leadership qualities. Third,
it would enhance global competitiveness through innovation in science and technology.
VISION 2010 (July 2004)
KAIST’s vision in VISION 2010, prepared in 2004, was to become a world-class research-
oriented university in science and engineering. Accordingly, three goals were set. First,
KAIST would achieve world-class academic excellence. Second, it would foster creative
talent with global competitiveness. Third, it would derive meaningful results from national
strategic research in science and technology.

Ⅰ. Overview
VISION 2005 (April 2005)
The KAIST VISION 2005 aimed to produce the “First, Best, the World in KAIST.”
Accordingly, the goals were to recruit top-class faculty members, develop a top-class
curriculum, and build a top-class infrastructure.
KAIST Five-Year Development Plan (Feb. 2007)
The word “humanity” was first seen in the KAIST Five-Year Development Plan,
established in 2007. The vision outlined in this plan was to solve major issues faced by
humanity and to create new food resources. With a dream of becoming the world’s best
science and technology university, KAIST aimed to develop the world’s best educational
system and transdisciplinary research system, pursue management innovation based
on autonomy and responsibility, and attain world-class standards in openness and
cooperation.
VISION 2025 (June 2011)
KAIST’s vision in VISION 2025, prepared in 2011, was to create knowledge for humanity by
becoming a world-leading university in science and technology. The goals were to pave
the way for a better future through holistic, transdisciplinary education, conduct creative
research to drive innovation, develop through harmony and cooperation, and achieve
sustainable growth.
KAIST Mid/Long-Term Development Plan (Oct. 2013)
The most recent KAIST Mid/Long-term Development Plan reflects KAIST’s determination
to become a world-class university. Under the vision of becoming the world-leading
epicenter of science and technology, KAIST planned to train transdisciplinary talent who
possess academic excellence and creativity, and to lead the knowledge-based, creative
economy as a global research-oriented university. It also sought to build a global campus
based on sharing and cooperation.
37
KAIST Core Values Report (April 2014)
In the 2014 KAIST Core Values Report, “creativity” and “challenge” were selected as
KAIST’s core values.
5. KAIST’s Development and Achievements
This section reviews KAIST’s fifty-year history and past achievements, and presents new
educational and research directions for the next fifty years.
KAIST‘s Development
Founded in 1971 with funding from the United States, KAIST has developed over the years
into a world-class university.
< History of KAIST >

Year History
Report on “establishment of new applied science and technology graduate

1969
school in Korea” submitted to US/AID
Proposal submitted for “establishment of graduate school specializing in science

and engineering”
Loan of six million dollars offered by US/AID
1970
August 1970 Enactment of Korea Advanced Institute of Science (KAIS) Act
December 1970 Development of Terman Report (by US/AID investigators who
assessed the feasibility of the establishment of KAIS)
1971 February 16, 1971 Establishment of Korea Advanced Institute of Science (KAIS)
1973 March 1973 First matriculation
1975 August 1975 First commencement for master’s degrees
1978 August 1978 First commencement for doctoral degrees
1990 February 1990 First commencement for bachelor’s degrees

Ⅰ. Overview
Year History
1996 October 1996 Establishment of Korea Institute of Advanced Study (KIAS)
2003 July 2003 Change in official title from “director” to “president”
2004 May 2004 Establishment of National NanoFab Center (NNFC)
February 2009 Merger with Korea Science Academy

2009
March 2009 Acquisition of Information and Communications University
2010 May 2010 Completion of KAIST Institute (KI) Building
February 2018 Degrees conferred to 2,736 graduates

2018
(644 Ph.Ds, 1,352 master’s, and 740 bachelor’s)
At present, KAIST has produced 61,932 graduates (17,399 bachelor’s, 31,913 master’s,
12,620 Ph.Ds), who have become leaders of industries, universities, research institutes,
and government agencies. As of March 1, 2018, KAIST’s graduates account for 23% of
leadership positions in local industries, universities, and research institutes. About 45%
of graduates are serving in industry, with the half in conglomerates, and the remaining
half in ventures and small/medium-sized enterprises. In addition, about 20% of KAIST
graduates who have joined venture capital firms are serving as CEOs. As of February
2018, KAIST has 10,381 enrolled students (3,756 undergraduates, 2,762 master’s, 1,209
integrated MS/Ph.D., 2,654 Ph.D. students).
KAIST’s Key Achievements
World University Rankings (Thomson Reuters, QS)

According to the World University Rankings released by QS (Quacquarelli Symonds) on
June 8, 2017, KAIST ranks 41st in the world. QS is a British company that has provided
rankings of the world’s top universities since 1994. More than 3,800 institutions around
the world were considered based on six indicators: academic reputation (40%), employer
reputation (10%), faculty student ratio (20%), citations per faculty (20%), international
students (5%), and international faculty (5%).
39
QS World University Rankings 2017
Rank University Country Trend

1 MIT US ‐
2 Stanford University US ‐
3 Harvard University US ‐
4 Caltech US ▲1
5 University of Cambridge UK ▼1
6 University of Oxford UK ‐
7 UCL UK ‐
8 Imperial College London UK ▲1
9 University of Chicago US ▲1
10 Swiss Federal Institute of Technology Zurich Switzerland ▼2
41 KAIST Korea ▲5
Source: QS
KAIST, which celebrates its 47th anniversary this year, ranked third in the QS Top 50
Under 50 2017/2018, a list of fast-rising young universities compiled by Quacquarelli
Symonds (QS).
QS Top 50 Under 50
Rank University (Year of Establishment) Country

1 Nanyang Technological University (1991) Singapore
2 Hong Kong University of Science and Technology (1991) Hong Kong
3 KAIST (1971) Korea
4 City University of Hong Kong (1984) Hong Kong
5 POSTECH (1986) Korea
6 Hong Kong Polytechnic University (1994) Hong Kong
7 Aalto University (2010) Finland
8 University of Technology Sydney (1988) Australia
Source: QS

Ⅰ. Overview
In 2017, for the second consecutive year, KAIST ranked first in Reuters’ annual ranking
of Asia Pacific’s Most Innovative Universities, a list compiled by Reuters and Clarivate
Analytics of the 75 most innovative universities in the Asia Pacific Region. Between 2010
and 2015, KAIST obtained 923 patents, which is the highest number among the top 75
universities. About 91.7% of basic research conducted at KAIST has had a significant
influence on commercial R&D activities. This implies that patents owned by KAIST were
frequently cited in academic papers and publications by non-affiliated researchers.
Specific Achievements–Review of KAIST’s World-Class Research

1. Father of the Internet in Korea
Professor Kilnam Chon, known as the father of the internet in Korea, played a key role in
establishing internet connectivity in Korea on May 15, 1982. Thanks to Professor Chon’s
efforts, Korea became the second country in the world to be connected, following the
United States.
< Photo of Professor Kilnam Chon >
41
2. Launch of Korea’s First Artificial Satellite
Satellite Technology Research
Center (SaTReC) is a KAIST-
affiliated research center that
conducts satellite research
and fosters professionals
in space technology. Since
its establishment in August
1989, it has enjoyed success
< KAIST Satellite Technology Research Center >
in the launch of independently
developed satellites: KITSAT-1 in August 1992, KITSAT-2 in 1993, and KITSAT-3 in 1999.
3. Chemistry Professor Ryong Ryoo Awarded the Breck Award (2010)
Professor Ryong Ryoo from the

Department of Chemistry and a
pioneer of mesoporous zeolite,
received the Breck Award in
2010 from the International
Zeolite Association. The Breck
Award is often referred to as the
Nobel Prize in zeolites. Using
nanoporous materials with a
pore diameter of 2 to 50nm, he < Photo of Professor Ryong Ryoo >
developed a nanocasting method and synthesized an ordered mesoporous carbon known

as CMK, which stands for carbon mesostructured by KAIST. His creative research in the
design of functional porous materials is expected to have diverse applications for highly
efficient catalysts in chemistry, thereby raising the quality of human life.
4. Paper Selected as Lead Article in Nature
Professor Sang Yup Lee of the Department of Biochemical Engineering published a

paper titled “Microbial Production of Short-chain Alkanes” as the lead article in the

Ⅰ. Overview
October 2013 issue of Nature. The study proposed a

platform for the production of various biocompounds
such as biofuel and biodegradable plastic. The
technology can be utilized to convert renewable
biomass to alcohol and biodiesel, which can serve as
biofuel, surfactants, and lubricants.
5. Development of Humanoid Robot Hubo
Professor Jun-Ho Oh’s team developed the humanoid

robot Hubo, which won the 2015 Robotics Challenges
< Professor Lee’s paper in Nature >
hosted by the United States Defense Advanced
Research Projects Agency (DARPA). The team received two million dollars in prize
money, and earned recognition for their advanced technology. To date, Hubo is the
only humanoid robot to have achieved commercial success. Twenty Hubos have been
exported for research purposes to the United States, Singapore, and China.
< Humanoid Robot Hubo, 2015 Robotics Challenges >
43
Alumni Statistics: Role in Korea’s Economy and Academia
KAIST has generated 12,620 Ph.Ds, 31,913 master’s, and 17,399 bachelor’s since its
foundation in 1971. The institute had two Ph.D. graduates in 1978. This increased to 100
in 1987, 200 in 1994, 400 in 2000, 522 in 2015, and 644 in 2018. The 10,000th Ph.D. degree
was conferred in 2015.
According to data on 7,400 Ph.D. graduates provided by the KAIST Alumni as of January
2015, 3,300 graduates, or 45%, were working in industry. 2,300 (31%) were working in
local/overseas universities, 1,600 (21%) in government agencies/government-funded
research institutes/public institutes, and 200 (3%) in overseas institutes. Out of the 3,300
graduates working in industry, 48% belonged to the top 10 major companies, and 52%
had joined venture capital firms or mid-sized companies.
KAIST has had a socioeconomic impact through the fostering of science and technology
professionals. According to the Korea Productivity Center’s “Analysis of KAIST’s
Achievements and Value for the Past 45 Years” in 2015, the economic value of KAIST’s
academic papers and patents amounted to 42.6 billion won and 322.2 billion won,
respectively.
Since its establishment in 1971, KAIST has received 2.9 trillion won in government
investment, and 3 trillion won in government-commissioned research. Companies
founded by KAIST graduates recorded 13.6 trillion won in sales, indicating a high ROI. This
demonstrates that the establishment of KAIST has contributed to national development.
< KAIST’s Alumni Statistics >
600
500
400
300
200
100
0
1970 1980 1990 2000 2010 2020

Ⅰ. Overview
KAIST as a Benchmark: Japan’s JAIST, Hong Kong’s HKUST,

Singapore’s Nanyang Technological University, Uruguay’s University
of the Republic, Azerbaijan’s Azerbaijan Technical University, and
others
KAIST’s model of university establishment has spread overseas to universities such as

the Japan Advanced Institute of Science and Technology (JAIST), Hong Kong University
of Science and Technology (HKUST), Nanyang Technological University (NTU), Uruguay’s
University of the Republic, and Azerbaijan’s Azerbaijan Technical University.
In the mid-1990s, the founding committee of HKUST visited KAIST’s Hongneung campus.
KAIST served as a benchmark in terms of the management of a research-oriented
university and incentive policies for researchers. KAIST was the perfect role model for
those seeking to build a national university of science and technology. JAIST, Japan’s first
postgraduate university without undergraduate courses, was modeled after KAIST and
established in 1990. It offers various programs of advanced research and development in
science and technology. In 2014–2015, KAIST successfully completed a feasibility study
for the establishment of the Kenya Advanced Institute of Science and Technology. Similar
to how the United States supported the establishment of KAIST in 1971, the Korean
government can utilize this experience in transferring KAIST’s education and research
model to developing countries in Africa.
6. Reflection
KAIST has seen continuous growth over the past fifty years and has been recognized as
one of the best emerging universities and the most innovative university in the region.
However, there is no exception to the saying, “Failure is the mother of success.” There
have been times when KAIST could have done better. True innovation is achieved not by
concealing failed attempts but by learning from past mistakes. Based on this spirit, KAIST
seeks to reflect on its achievements made in the past half-century.
45
1. Need
‌ to Re-establish VISION and Strategies as a Research-oriented
University with a Focus on WHAT
KAIST must re-establish its vision and strategies as a research-oriented university with a
focus on “what” over risk-free pursuits. Over the years, the university has seen significant
growth in the number of publications and patents. It has enjoyed research success,
including the development of Hubo and the launch of KITSAT-1. However, there is a need
to reflect on its tendency to avoid risks in research, and to follow rather than to lead. So
far, KAIST has followed the paths of others through HOW-focused research, and has not
taken the initiative in driving technological innovations. In the future, it should undertake
WHAT-focused research and present directions for future societies, and refrain from
overemphasizing quantitative indicators in the evaluation of faculty and students.
2. Efforts in Qualitative Development

With recent emphasis on qualitative evaluation, impact factor has emerged as an
important criterion in determining the quality of research. According to the Web of
Science, the 2,711 papers published by KAIST from 2016 to 2017 had an h-index of 21 and
2.08 citations per item on average. In the same period, Nanyang Technological University
published a total of 9,362 papers, with an h-index of 48 and 2.75 average citations. This is
qualitatively and quantitatively superior to the publication record of KAIST.
KAIST’s international collaboration has remained largely stagnant since 2012. While
there has been an overall quantitative improvement in research, outputs belonging to the
top 10% in impact factor have not improved. The number of papers cited in patents has
continuously decreased since 2012. As such, more effort must be made to qualitatively
improve research.
3. Instilling a Sense of Duty to the Nation

KAIST faculty members have a relatively strong sense of duty for contributing to the
development of science and technology. This sense of duty must serve as a driving
force for education and research. For instance, KAIST can undertake research in areas
showing promise in creating public value, even if they make only limited contributions to
economic growth.

Ⅰ. Overview
4. ‌Contribution to Socioeconomic Development through the Fostering of

Female Scientists
KAIST’s female faculty accounts for 10.4% (66 persons) out of the total (636 persons),
which is the highest among science and engineering universities in Korea. It also has
the highest percentage of female assistant professors in Korea at 24.8% (32 persons out
of a total of 129). This means that KAIST has more new female faculty members than
any other university in Korea. As of 2017, the total number of female students enrolled at
KAIST was 2,008 (742 undergraduates, 649 master’s, and 617 Ph.D. students). Female
students account for 21.8% of master’s students (male and female students combined
is 2,973), and 16.9% of Ph.D. students (male and female students combined is 3,645),
making KAIST the cradle of female research talent in Korea. However, there is still room
for improvement for increasing the number of female faculty members and students. In
the age of the fourth industrial revolution, KAIST must continue to play a pivotal role in the
training of female talent by supporting emerging female scientists and organizing female
leadership training programs.
5. Value
‌ Creation through Technology in-kind Investment Companies and
Innovative Startups
The role of KAIST has been mostly limited to research and development in science
and technology so far. It is now time to create new economic value through research
and development business (R&DB). KAIST owns two subsidiaries and nine investment
companies, amounting to a total of 11 companies as of late 2016. There is still room for
improvement, and more active fostering is needed.
6. Need to Enhance Social Value Awareness among Students

The social bias against KAIST students is that they tend to be individualistic and lack
the capacity for cooperation. Regardless of how much truth there is to this bias, KAIST
has to improve its education and research culture to change public perception. It must
exert efforts to produce tangible results that have an impact on society, and expand the
boundaries of classroom learning to include literacy education in the humanities and
liberal arts.
47
7. Need to Enhance Globalization Standards
While KAIST has exerted significant efforts in globalization, it has fared poorly in world
university rankings compared to its competitors. More active globalization will build
a stronger global presence through international joint research and international
exchange. These activities will have a positive influence on KAIST’s standing in world
university rankings. As such, more practical efforts are required for globalization. KAIST
must transform itself to a fully bilingual campus instead of simply offering English
lectures or increasing the use of English. This must be accompanied by enhanced global
competence among faculty and staff, and the offering of bilingual administrative services.
Moreover, attractive awards and incentives are needed to attain globalization goals.
8. Implications of HKUST Outperforming KAIST

HKUST, established with KAIST as a benchmark, now outperforms KAIST in terms of
research capacity and global rankings. The main reasons include HKUST’s use of English
as the official language of instruction, its strategic location in the global business hub
of Hong Kong, and the recruitment of outstanding faculty. It has attracted outstanding
faculty by providing salaries and research infrastructure that meet the standards of
world-class universities. The university has implemented strict policies to motivate
faculty to consistently produce results. For instance, full-time professors face salary cuts
for poor performance, and may receive lower salary than when they were first hired.
9. Need to Reflect on Advisors’ Role in Student Guidance

Amidst the stiffer competition in research projects and academic publications, faculty
at KAIST must reflect on whether they have devoted sufficient time and effort to
student guidance. Faculty should serve in dissertation committees after reading and
understanding submissions, maintain an appropriate faculty-to-student ratio, and
invest time in student guidance to ensure students’ right to learn and improve their
research capacity. They must also take the initiative to objectively examine how they have
performed their duties as educators, teachers, and role models for students.

Ⅰ. Overview
10. SWOT Analysis of KAIST

In preparation for the year 2031, it is now more important than ever for KAIST to perform
a systematic analysis of its circumstances and competence based on reflection and self-
critique by KAIST members.
A. Internal Strengths (S)

The greatest advantage of KAIST, as the top science and technology university in Korea,
is that it has achieved sustainable growth under the goal of becoming a world-leading
university. It has gained world-class research competitiveness and established leading
faculty teaching models such as Education 4.0 and KOOC.
B. Internal Weaknesses (W)

A major weakness is that KAIST lacks research resources and infrastructure compared
to global competitors due to limited investments, and has not been actively involved in
transdisciplinary research or issue-solving research. Given its location in a non-English-
speaking country, it faces challenges in attracting outstanding international students
and in globalization. Its relationship with the government has an influence on university
operations, and this may act as a constraint dependence on circumstances.
C. External Opportunities (O)

An opportunity for KAIST is that the spotlight has turned to the role of universities in
fostering talent to address changes of future society, such as the fourth industrial
revolution, and conducting world-leading research. There is a higher social demand
for creative, transdisciplinary talent, and the enhanced global reputation of KAIST has
created more opportunities for global research and exchange.
D. External Threats (T)

A major threat is the stiffer research competition with the increase in research
investments by world-leading universities. KAIST has less funding compared to its
competitors, which has resulted in weak educational infrastructure and a brain drain
of faculty and students. The long-term development of KAIST is under threat as the
expansion of government funds for research–oriented universities in science and
technology is becoming more difficult and students tend to avoid science and engineering
fields.
49
< SWOT Analysis of KAIST >
Strengths Weaknesses
•Science and technology university estab-
lished under special law
•Emphasis on “challenge” and “creativity” •Weakened sense of duty to represent
as the basic spirit of education and Korea in becoming a world-class
research university
•High participation in establishment of •Preference for risk-averse research over
strategies aimed at goal of becoming a risk-taking research
“global value-creative leading university ”
•Conducting how-oriented research to
•Continuous rise in global university solve given problems rather than what-
rankings (international awareness) oriented research that defines new
•Flexibility/professionalism to identify and issues for humanity
concentrate on new, promising research •Limitations imposed by Korea’s
areas
emphasis on number of publications in
•Outstanding research personnel and research assessment
research excellence: World-class
research competitiveness (of individual •Weak foundation for international
professors) research aimed at solving global issues
•Strong foundation for creative transdisci- •Less investment compared to world-
plinary education through non-departmental leading universities
system •Tendency to assess all faculty (including
•Establishment of leading faculty teaching international faculty) using the same
model (Education 4.0, KOOC, etc.) criteria
•Well-established alumni network in
various sectors of society
Opportunities Threats
•Stiffer research competition with
•Necessity of science and technology in increase in research investments by
responding to changes in society and world-leading universities
global issues •Decrease in government support as a
•Emphasis of role on university in leading matter of fairness for all universities
the fourth industrial revolution •Stiffer global competition in attracting
•Shift in paradigm with emphasis on outstanding personnel
qualitative excellence in research and •Decrease in students caused by low
transdisciplinary education/research childbirth, and avoidance of science and
•Increased social demand for global engineering
talent with creative and transdisciplinary •Lack of globalization-related social
thinking awareness and infrastructure within and
•More opportunities for global research outside the university
and exchange with KAIST’s growing •Difficulties in attracting outstanding
global reputation international students as a university in a
non-English speaking country

Ⅰ. Overview
7. Integrated Model of Five Key Innovation Strategies
The five key areas of innovation are education, research, technology commercialization,
globalization, and future strategy. They are closely related, and they complement one
another. Their integration into a single model will lead to the success of VISION 2031. The
integrated model below provides a basic framework while revealing the interconnected
relations of the five divisions under the common goal of becoming a university that
focuses on “what” in addition to “how.”
< VISION 2031 Framework >
Making a Beautiful Difference beyond Imagination!


Education Innovation Globalization Innovation Research Innovation

World Bridge KAIST by 2031 Research on
Fostering Social-
Challenging Problems
Value Enhancing
Technology Commercialization Innovation faced by Humanity &
Creative-Leaders Countries
Tech.-Value Creating Entrepreneurial U.
How + What, Virtuous self-reinforcing system

KAIST C3 Spirits: Challenge, Creativity, Caring
51
Ⅱ Survey
1. Survey Outline
2. Survey Results
3. Key Responses
Ⅱ. Survey
1. Survey Outline
The purpose of the survey was to collect feedback from members to establish strategies
for VISION 2031. In order to effectively attain the goals in VISION 2031, all members of
KAIST needed to participate actively and share their opinions. As such, the survey was
conducted to obtain feedback from key members of KAIST.
The subjects were students, alumni, faculty, and staff, and the survey was conducted
from June 15 to July 23, 2017. The online survey, devised with Google Forms, was
administered four times (first on June 19, second on June 29, third on July 10, and fourth
on July 17) via e-mail.
In summary, the results highlighted the need to foster creative talent in science and
technology to contribute to the development of humanity with consideration of KAIST’s
purpose for the future, vision, challenges, priorities, and ideal qualities of individuals. Of
particular interest was the change in purpose from fostering of human resources for
industry to the fostering of research personnel in the fields of science and technology.
Building on its excellence in science and technology, KAIST envisions becoming the think
tank of Korea as well as a world-leading university. The consensus was that KAIST must
attract outstanding faculty and acquire more funds to develop into one of the world’s top
10 universities, and continue to nurture creative talent. The members also felt a sense of
crisis due to the lack of shared vision.
Based on the survey results, VISION 2031 presents innovation strategies that have been
formulated with sufficient consideration of the feedback from KAIST members.
55
2. Survey Results
The overall response rate was 3.5%, which translates to 1,715 out of 49,588 target
respondents. By subject group, the response rate was 5.5% for students, 27.4% for
faculty, 1.4% for alumni, and 15.3% for staff.
Survey Results (Response rate 3.5%)
Response rate
Response rate 27.4%
5.5% Students (295/1,077)
(654/11,920)
Faculty
Response rate Staff Response rate

15.3% Alumni 1.4%
(297/1,944) (469/34,647)
(Unit: 1 Person)
Classification Students Faculty Alumni Staff Total

No. of invitees 11,920 1,077 34,647 1,944 49,588
No. of respondents 654 295 469 297 1,715
Response rate 5.5% 27.4% 1.4% 15.3% 3.5%
Percentage 38.1% 17.2% 27.4% 17.3% 100%

Ⅱ. Survey
3. Key Responses
KAIST’s future purpose: “Fostering research talent in science and

technology”
1. What should be the purpose of KAIST in 2031?

❶ Fostering key talent for industry
❷ Fostering research talent in science and technology
❸ Science and technology development
❹ Fostering future leaders
❺ Other
1. Fostering key talent for 12%

industry
2. Fostering research talent in 37%

science and technology
3. Science and technology 25%

development
Future Goals
4. Fostering future leaders 24%
57
KAIST’s future role: “A think tank of Korea’s science and technology
and a world-leading university in academic development”
1. Which role would citizens expect KAIST to fulfill in 2031?

❶ A world-leading university in academic development
❷ A world-leading university in industrial technology development
❸ An institute that fosters leaders to serve Korea and the world
❹ A think tank of Korea’s science and technology
❺ Other
1. A world-leading university 30%

in academic development
2. A world-leading university 21%

in industrial technology
development
3. An institute that fosters leaders 17%

KAIST in 2031 to serve Korea and the world
4. A think tank of Korea’s 31%

science and technology
KAIST’s challenge: “Lack of shared vision”
1. Which of the following is a challenge for KAIST?

❶ Lack of shared vision
❷ Lack of sense of responsibility
❸ Lack of sense of ethics
❹ Lack of service spirit
❺ Other
1. Lack of shared vision 40%
2. ‌Lack of sense of 27%

responsibility
3. Lack of sense of ethics 14%

Main Challenge
4. Lack of service spirit 10%

Ⅱ. Survey
KAIST’s priority: “Recruitment of outstanding faculty and fund

acquisition”
1. What should KAIST prioritize in order to become one of the world’s top 10 universities?
❶ Recruitment of outstanding faculty
❷ Recruitment of outstanding students
❸ Fund acquisition
❹ Recruitment of international faculty/students
❺ Other
1. Recruitment
‌ of outstanding 31%
faculty
2. Recruitment
‌ of outstanding 23%
students
3. F
und acquisition 28%
Priority Task
4. ‌Recruitment of international 10%

faculty/students
Ideal KAISTian: “Creative talent”
1. How would you describe the ideal individual to be fostered by KAIST?

❶ Creative talent
❷ Leadership talent
❸ All-around talent
❹ Entrepreneurial talent
❺ Other
1. Creative talent 44%
2. Leadership talent 20%
3. All-around talent 21%

Type of Talent
4. Entrepreneurial talent 14%
59
Ⅲ Details
1. Education Innovation
2. Research Innovation
3. Technology Commercialization Innovation
4. Globalization Innovation
5. Future Strategy Innovation
Ⅲ. Details
1. Education Innovation
VISION: Fostering Social-Value Enhancing Creative-Leaders”
Fostering Social-Value Enhancing Creative-Leaders
01 02 03
Transforming
Recruiting students Transforming teaching and
with creative potential curriculums and systems learning methods
‌Improvement of Strengthening of Implementation and

admissions process freshmen courses expansion of Education
to recruit students 4.0 program for
Introduction of
with creative talent transforming teaching
flexible semesters
and learning methods
‌Improvement of and flexible credit
systems Enhancement of smart
admissions process
learning infrastructure
to recruit diverse Strengthening of
students Expansion of Massive
advisor roles and
Open Online Courses
‌Enhancement of thesis research
(MOOCs) and
benefits and aid to Strengthening of real-time distance
attract outstanding curriculum joint classes
students monitoring and Introduction of
feedback extreme-end classes
‌Normalization of high
school education by Establishment of the Modularization of
improving student School of courses for
recruitment methods Transdisciplinary customized education
Studies Establishment of
Establishment of bilingual teaching
creative design labs environment
and training Establishment of
programs system for education
innovation
63
The vision of education innovation at KAIST is “to foster social-value enhancing creative-
leaders,” and the three key innovation strategies under this vision are as follows.
The first innovation strategy is "recruiting students with creative potential.” For this
purpose, KAIST will select students with diverse backgrounds, attract outstanding
students by expanding student support, and contribute to the normalization of high
school education by improving its student recruitment methods.
The second innovation strategy is "transforming curriculums and systems.” KAIST will
strengthen freshmen courses and introduce a free semester program. Specific strategies
include the strengthening of thesis research and advisors’ roles, curriculum monitoring
and feedback, establishment of the School of Transdisciplinary Studies, establishment of
creative design labs, and the launch of training programs.
The last innovation strategy is "transforming teaching and learning methods.” KAIST
will establish the Education 4.0 program and develop smart learning infrastructure.
Specific strategies include Massive Open Online Courses (MOOCs), extreme-end classes,
modularization of courses for customized education, establishment of a bilingual
environment, and the establishment of system for education innovation.
Road Map for Innovation Strategies
As shown in the following table, short-term, mid-term, and long-term goals have been
set for each innovation strategy at five-year intervals: 2021, 2026, and 2031.
Under the first innovation strategy of recruiting students with creative potential, KAIST will
introduce a student admission category that reflects character traits such as risk-taking,
resilience in the face of adversity, and self-directedness. The proportion of students from
general high schools, female students, and international students will be increased by 5%
in 2021 compared to that of 2017. This will continue to rise by 5% compared to the 2021
proportion in 2026, and again by 5% compared to the 2026 proportion in 2031.
Under the second innovation strategy of transforming curriculums and systems to foster
creative transdisciplinary individuals, KAIST aims to improve thesis research, strengthen
freshmen courses, and expand curriculum templates and transdisciplinary courses.

Ⅲ. Details
By 2026, it will introduce the free semester program, strengthen freshmen courses,
establish the School of Transdisciplinary Studies, and expand graduate programs. By
2031, it will expand the free semester program, develop leading education and research
clusters in KAIST, and ultimately serve as a benchmark for all universities in the world.
Under the third innovation strategy of transforming teaching and learning methods to
bring up creative transdisciplinary talent, KAIST plans to gradually expand its Edu 4.0
curriculum by increasing the proportion of Edu 4.0 courses. The trial run for modularized
lectures will be carried out by 2021. This system will be greatly expanded by 2026, and
students will be able to receive recommendations on lecture modules by 2031.
65
66
< Road Map for Education Innovation >
•
Classification 2021 2026 2031
<Innovation - ‌Introduction of new student admis-
- ‌Enhancement of new student - ‌Enhancement of student admission
Strategy 1> sion system to consider character
admission system system
traits
Recruiting - ‌Increase in recruitment of students - ‌Increase in recruitment of students
- ‌Increase in recruitment of students
students from general high schools, female from general high schools, female
from general high schools, female
with creative students, and international students, and international
students, and international
potential students (by 5% compared to 2021) students (by 5% compared to 2026)
students (by 5% compared to 2017)
<Innovation - ‌Implementation of the free - ‌Expansion of the free semester
Strategy 2> - ‌Improvement of thesis research
semester program program
- ‌Strengthening of freshmen courses
Trans- - ‌Strengthening of freshmen courses - ‌Development of leading education
- ‌Expansion of faculty, student, curri-
forming - ‌Establishment of School of Trans- and research clusters in KAIST
culum templates, and transdiscip-
curriculums disciplinary Studies - ‌Establishing itself as a benchmark
linary courses
and systems - ‌Expansion of graduate programs for all universities in the world
- ‌Edu 4.0 courses (400/year) 15% - ‌Edu 4.0 courses (900/year) 30% - ‌Edu 4.0 courses (1500/year) 50%
- ‌Edu 4.0 satisfaction 4.1 - ‌Edu 4.0 satisfaction 4.2 - ‌Edu 4.0 satisfaction 4.3
- ‌Edu 4.0 classroom 40 - ‌Edu 4.0 classroom 60 - ‌Edu 4.0 classroom 80
VISION 2031 - A Global Value-Creative Leading University

<Innovation - ‌Network classroom 20 - ‌Network classroom 40 - ‌Network classroom 60
Strategy 3> - ‌Recording studio 15 - ‌Recording studio 25 - ‌Recording studio 40
- ‌Smart teamwork room 50 - ‌Smart teamwork room 100 - ‌Smart teamwork room 200
Trans- - ‌Coursera 30 - ‌Coursera 60 - ‌Coursera 100
forming - ‌KOOC 50 - ‌KOOC 100 - ‌KOOC 300
teaching - ‌K-MOOC 20 - ‌K-MOOC 40 - ‌K-MOOC 80
and learning - ‌Real-time distance joint classes 10 - Real-time
‌ distance joint classes 20 - ‌Real-time distance joint classes 40
methods
- ‌Increase in modularized lectures
- ‌Modularization of lectures and - ‌Increase in modularized lectures
and learning contents (50%)
learning contents (5%) and learning contents (25%)
- ‌Recommendation of lecture
- ‌Trial run for modularized lectures - ‌Expansion of modularized lectures
modules to individual students
Ⅲ. Details
2. Research Innovation
VISION: Research on Challenging Problems Faced by Humanity &

Countries
Research on Challenging Problems

Faced by Humanity & Countries
01 02 03
Fostering
Shaping sustainable Promoting creative & global-leading
research environment risk-taking research transdisciplinary
research groups
Innovation in Strengthening of Establishment of

researcher hiring creative/risk-taking selection
system research process for future-
oriented flagship
Establishment of Attracting of
strategy research
self-initiated research outstanding/diverse
centers international faculty Selection of candidate
areas based on
ross-generational
C
Providing motivation
flagship selection
collaboration lab for spinoff startups
process
system
Improving research
Establishment and
timulating research
S service system
implementation of
collaboration among
Strengthening plans to support
KAIST, industries, and
research capacity flagship research
research institutes
through academic
Strengthening information service
strategic research
planning functions
67
The vision of research innovation is “research on challenging problems faced by humanity
& countries," and the three key strategies for innovation under this vision are as follows.
The first innovation strategy is “shaping sustainable research environment.” This involves
transforming the current researcher/research faculty system into the self-initiated
research centers. A cross-generational collaboration lab system will be introduced, and
research planning will be strengthened through more active collaboration with industries,
universities, and research institutes.
The second innovation strategy is “promoting creative and risk-taking research.”

Specific action items for this strategy include the strengthening of creative and risk-
taking research, and the recruitment of diverse and outstanding faculty. Motivation will
be provided for spinoff startups, and better services will be offered under an improved
research service system. Research capacity will be strengthened by supporting graduate
students in transdisciplinary research and promoting the use of academic information
services.
The third research innovation strategy is “fostering global-leading transdisciplinary

research groups.” Specific action items to implement this strategy include the
establishment of a selection process for future-oriented flagship strategy research,
selection of candidate areas based on the flagship selection process, and the
development and implementation of measures to provide systematic support for flagship
research.
Under the first innovation strategy of shaping sustainable research environment, KAIST
will gradually increase the number of transdisciplinary convergence research centers and
cross-generational collaboration labs. Outstanding research faculty will be expanded to
constitute 10%, 20%, and 30% of the entire faculty every five years. A research planning
control tower will be put in place, or the role of the existing Office of Research Affairs will be
strengthened. Human resources for a research planning control tower will be reinforced,
and the organization will be restructured to ultimately serve as a national think tank.
Under the second innovation strategy of promoting creative and risk-taking research,

Ⅲ. Details
KAIST will expand the creative/risk-taking research support system to all departments
by 2031. The proportion of outstanding international faculty will be raised to 10%, 20%,
and 30% of the Korean faculty every five years. A professional librarian system will be
implemented to support colleges and departments. The Analysis Center will improve its
equipment and human resources, and promote the joint utilization of shared facilities.
Policies will be implemented to enhance graduate students’ capacity for transdisciplinary
research (e.g. dispatching the first-semester Ph.D. students to their lab of choice in other
departments).
Finally, under the third innovation strategy of fostering global-leading transdisciplinary

research groups, KAIST will support flagship research groups. Faculty members
participating in the 10 flagship research fields will account for 35% of the entire faculty,
and up to 45 research faculty members and researchers will be recruited to join
research groups. In addition, each flagship group will aim to participate in at least three
international collaborative projects.
< Road Map for Research Innovation >

- ‌Support for
establishment/
management of three - Support
‌ for
- ‌Support for
transdisciplinary establishment/
convergence research establishment/ management of 10
management of six
centers transdisciplinary
transdisciplinary
(fourth industrial convergence
convergence
revolution, etc.) research centers
research centers
<Innovation - ‌Designation of and - Designation
‌ of and
- ‌Designation of and
Strategy 1> support for at least 30 support for at least 60
support for at least 50
cross-generational cross-generational
cross-generational
collaboration collaboration
collaboration
Shaping laboratories laboratories
laboratories
sustainable - ‌Expansion of - Expansion
‌ of
research - Expansion
‌ of
outstanding research outstanding research
environment outstanding research
faculty faculty
faculty
(10% of full-time (30% of full-time
(20% of full-time
faculty) faculty)
faculty)
- ‌Establishment of - Serving
‌ as national
- Expansion
‌ of personnel
research planning think tank through
for research planning
control tower or expansion of research
control tower
strengthening of role planning control tower
of Office of research
Affairs
69
- Implementation
‌
- Implementation
‌ of - ‌Expansion of creative/ of creative/risk-
creative/risk-taking risk-taking research taking research
research support support system (at support system of all
system least 10 departments) departments
- ‌Expansion of - ‌Expansion of - Expansion
‌ of
outstanding outstanding
<Innovation outstanding
international faculty to international faculty to
Strategy 2> international faculty to
10% of Korean faculty 20% of Korean faculty 30% of Korean faculty
- ‌Introducing a system - ‌Reinforcing the system - Building
‌ the system
Promoting to support colleges/ to support colleges/ to support colleges/
creative & departments (in departments (in departments (in
risk-taking analysis of research analysis of research analysis of research
research trends based on trends based on trends based on
academic databases) academic databases) academic databases)
- Increase
‌ in analytical - Increase
‌ in analytical - Increase
‌ in analytical
equipment/personnel equipment/personnel equipment/personnel
and joint utilization of and joint utilization of and joint utilization of
researchers by 20% researchers by 20% researchers by 20%
compared to 2017 compared to 2021 compared to 2026
- ‌Flagship research - ‌Flagship research - Flagship

‌ research
group: selection/ group: selection/ group: selection/
support of five groups support of eight groups support of ten groups
- ‌Flagship research - ‌Flagship research - Flagship
‌ research
personnel: personnel: personnel:
<Innovation ·Faculty participating ·Faculty participating ·Faculty participating
Strategy 3> in five research in eight research in ten research
groups to account groups to account groups to account
Fostering for 15% of full-time for 25% of full-time for 30% of full-time
global- faculty faculty faculty
leading ·Recruitment of 15 ·Recruitment of 30 ·Recruitment of 45
trans- research faculty research faculty research faculty
disciplinary and researchers and researchers and researchers
research to participate in to participate in to participate in
groups research groups research groups research groups
- ‌Each flagship group to - Each
‌ flagship group to - Each
‌ flagship group to
participate in at least participate in at least participate in at least
one global cooperation one global cooperation one global cooperation
research project (total research project (total research project (total
of five) of eight) of ten)

Ⅲ. Details
10 Global-Leading Transdisciplinary Flagship Research Areas
KAIST has defined 10 Flagship Strategic Research Areas for fulfilling its vision of research
to overcome grand challenges faced by humanity. The 10 Flagship Research Fields can
be categorized into four groups:
The first group contains six flagship research areas that are related to the fourth
industrial revolution. A brief description of each field is provided below.
1. ‌“Quantum Technology” research aims at leading the second quantum revolution

through technological breakthroughs in quantum computing, the quantum simulator,
and the topological superconductor.
2. ‌One of the important goals of research on “Hyper-Connection Photonics” is to develop a

high-dimensional optical network and infra-technology for creating a hyper-connected
society.
3. ‌“M3I3 Research Initiative” is designed to create a comprehensive structure-property

library for new materials. It does this by using multi-scale modeling and imaging via an
AI/machine-learning-based system and automated molecular synthesis by molecular
3D printer to revolutionize the process of identifying, synthesizing, and testing new
materials. M3I3 is short for “Materials and Molecular Modeling, Imaging, Informatics,
and Integration.”
4. ‌“Super Intelligence Initiative” is a representative research project in the field of

Artificial Intelligence at KAIST for creating a Human-AI symbiosis system based on the
convergence of CIBN (Cogno-IT-BT-NT).
5. ‌Research on the “Development of Safety-Assured Smart City Platform based on

Interconnected Cyber-Physical Systems” is proposed for creating a CPHES (Cyber-
Physical Human Environment System)-based resilient and intelligent smart city and
transportation platform.
6. ‌KAIST has a strong track record in space technology, and “Innovation in Space Access:
Micro Launcher and CubeSat Cloud” has the potential to continue this legacy by leading
Space 4.0 with research on smart designing and manufacturing of a micro-launcher as
well as developing a heterogeneous CubeSat Cloud along with on-orbit servicing.
In the second group, two research areas are selected in the field of bio-medical
science.
71
7. ‌“WISE Brain” is an abbreviation for “Wires of Senses and Emotions” of the Brain, which
seeks to identify the structural and functional circuitries of the sensory and emotional
neural network.
8. ‌Research on the “Technology Convergence for Precision Medicine” has been proposed
for paving the way for new healthcare technologies for predicting diseases accurately
as well as providing customized treatment for particular groups of patients.
In the third group, one research area has been selected in the area of energy/
environment.
9. ‌“Development of Cloud System for Energy Production, Storage and Distribution” is

designed for developing intelligent technology to build and operate the energy cloud
system for 4S (sustainable, safe, smart, and scalable) energy production, storage, and
distribution.
In the fourth group, military/defense science and technology, one research area has
been selected.
10. ‌The goal of “Intelligent Unmanned System” research is to develop fundamental

technologies that can be applied not only for military use such as stealth drones, but
also for spin-off technology.
Seamless Integration of New Innovative Research Ideas into KAIST

Flagship Fields
It is important for KAIST to maintain flexibility and openness in managing and expanding
KAIST Flagship Strategic Research Areas.
To achieve this purpose, KAIST should continuously monitor and integrate emerging
innovative research ideas and approaches into the Flagship Research Fields. Moreover,
if possible, KAIST should select and identify emerging research ideas and approaches as
new extended KAIST Flagship Research Fields, in addition to the currently defined ones.
By accommodating new and emerging innovative research ideas and approaches under
KAIST Flagship Research, KAIST will identify opportunities not only to maintain cutting-
edge, creative and risk-taking characteristics of its flagships fields, but also to motivate
its faculty members and graduate students to participate in flagship research activities.

Ⅲ. Details
3. Technology Commercialization Innovation
VISION: Technology Value-Creating Entrepreneurial University
Technology Value-Creating Entrepreneurial University
01 02 03 04
Activating Strengthening Building professional Establishing technology
entrepreneurship infrastructure for IP management holding company &
education startups systems cooperation cluster
Establishment of Expansion of Establishment of ‌Establishment of

entrepreneurial KAIST’s goals for technology technology
university model entrepreneurial commercialization in-kind
for KAIST infrastructure for activities, and investment
Design of improved design of incentive companies and
undergraduate success rate in system expansion of
and graduate
entrepreneurship entrepreneurial Creation of intellectual technology
curricula to activities property and design of investments
nurture Establishment of patent application/ ‌Establishment of
entrepreneurs entrepreneurial management process university-
Education on ecosystem Promotion of industry/ industry
social values and through cooperative
academy/research
ethics for cooperation with clusters
scientists institute cooperation
external and transdisciplinary
entrepreneurial research, and
infrastructure enhancement of
patent value
The vision of technology commercialization innovation is to become a “technology

value-creating entrepreneurial university.” In education and entrepreneurial activities,
entrepreneurial education and ethics must be strengthened to foster individuals
with transdisciplinary talent who possess expert knowledge, communication skills,
73
and a sense of social responsibility. To do so, it is important to integrate the external
infrastructure. Under research and commercialization fields, it is necessary to conduct high-
impact research to deliver results in terms of knowledge creation, problem-solving, and
economic benefits. This can be achieved through cooperation with industries, universities,
and research institutes. A technology value-creating entrepreneurial university aims to
maximize humane and social values through education and entrepreneurial activities as
well as knowledge/economic value through research/commercialization, thereby paving
the way towards a global value-creative leading university.
The four innovation strategies presented to achieve the vision of becoming a technology
value-creating entrepreneurial university are: 1) activating entrepreneurship education,
2) strengthening infrastructure for startups, 3) building professional IP management
systems, and 4) establishing technology holding company & cooperation cluster.
The first innovation strategy is activating entrepreneurship education. Specific

strategies include working out an entrepreneurial university model for KAIST, designing
undergraduate and graduate entrepreneurship curricula to nurture entrepreneurs, and
instilling social values and ethics expected of scientists.
The second innovation strategy is strengthening infrastructure for startups. Specific

strategies include beefing up KAIST’s entrepreneurial infrastructure for improved
success and establishing an entrepreneurial ecosystem through cooperation with the
external entrepreneurial infrastructure.
The third innovation strategy is building professional IP management systems related

to intellectual property. Specific strategies include establishing goals for technology
commercialization activities, implementing an incentive system, creating intellectual
property, and developing a patent application/management process. In addition, other
goals are to strengthen cooperation among industries, universities, and research
institutes, accelerate efforts in transdisciplinary research, enhance patent values, and set
up the Open Venture Lab for people in general.
The fourth innovation strategy is establishing technology holding company & cooperation
cluster. Specific strategies include founding technology in-kind investment companies,
expanding technology investments, and establishing university-industry cooperative
clusters.

Ⅲ. Details
Under the first innovation strategy of activating entrepreneurship education, KAIST

will introduce entrepreneurship as a mandatory subject for undergraduates by 2031.
It will increase graduate entrepreneurship programs by 2021, and gradually develop
customized entrepreneurial support programs and top-level entrepreneurial support
programs.
Under the second innovation strategy of strengthening infrastructure for startups, KAIST
will construct an entrepreneurial support platform in Asia by 2021, a global entrepreneurial
support platform by 2026, and cooperate mutually with global entrepreneurial support
platforms to attract outstanding entrepreneurs by 2031.
Under the third innovation strategy of building professional IP management systems,

KAIST aims to achieve 3% ROI by 2021, 5% ROI by 2026, and 10% ROI by 2031 in
intellectual property rights. It will have implemented customer-pull patenting by 2021,
and patent portfolio management by 2026. The economic value of intellectual property
will be grow significantly by 2031. In relation to the TLO organization, KAIST will adjust its
function and strengthen incentive systems by 2021, consolidate its professionalism and
autonomy by 2026, and further advance the patenting process by 2031. The ultimate goal
is to enable the TLO organization to gain independence.
Finally, under the fourth innovation strategy of establishing technology holding company
& cooperation cluster, KAIST will build infrastructure and systems for technology in-kind
investment companies by 2021, derive outcomes from technology in-kind investment
companies by 2026, and significantly enhance outcomes of technology in-kind investment
companies by 2031. At the same time, it will strive to attract various startup companies
on campus by 2021, and establish a university-industry cooperative startup convergence
center by 2026. University-industry cooperative clusters will be put in place on campus by
2031.
75
76
< Road Map for Tech. Commercialization Innovation >
•
- ‌Entrepreneurship included as - ‌Entrepreneurship included as
<Innovation Strategy 1> - ‌Entrepreneurship included as
mandatory subject for mandatory subject for
mandatory subject for
Activating undergraduates (75%) undergraduates (100%)
undergraduates (50%)
entrepreneurship - ‌Design of customized - ‌Design of top-level
- ‌Expansion of (graduate)
education entrepreneurial support entrepreneurial support
entrepreneurship programs
programs programs
<Innovation Strategy 2> - ‌Establishment of - ‌Establishment of global - ‌Mutual cooperation with
Strengthening entrepreneurial support entrepreneurial support global entrepreneurial support
infrastructure for platforms in asia (installation of platforms (installation of five platforms (attraction of
startups two overseas branches) overseas branches) outstanding entrepreneurs)
- ‌IPR ROI (3%)

- ‌Customer-pull patenting - ‌IPR ROI (10%)
- ‌IPR ROI (5%)
<Innovation Strategy 3> - ‌Adjustment of TLO - ‌Enhancement of economic
- ‌Patent portfolio management
organization’s function, and value of intellectual property
Building professional IP strengthening of incentive - ‌Strengthening of TLO
management systems - ‌Development of patenting
system organization’s professionalism

process, and acquisition of TLO
and autonomy
- ‌Open Venture Labs (Seoul organization’s independence
campus, Munji campus)
- ‌Establishment of support - ‌Creation of outcomes - ‌Enhancement of outcomes by

<Innovation Strategy 4> system for technology in-kind by technology in-kind technology in-kind
investment companies investment companies investment companies
Establishing technology
holding company & - ‌Active incubation of startups on - ‌Establishment of university- - ‌Establishment of university-
cooperation cluster campus industry cooperative startup industry cooperative clusters
- ‌K-Industry 4.0 convergence center on campus on campus
Ⅲ. Details
4. Globalization Innovation
VISION: World Bridge KAIST by 2031 (Enhancement of KAIST’s Global

Competence and International Standing)
World Bridge KAIST by 2031
01 02 03 04
Establishing Persuing Expanding KAIST
Maintaining a
overseas KAIST-initiated development model to
global campus
campuses global research developing countries
Establishment of Establishment and Outbound international Dispatching research

campus without management of research volunteers to
linguistic/cultural global R&D centers Inbound international developing countries
barriers (USA/EU and ASIA) research and technical
Globalization of faculty Establishment and support (R&D
Global technology and

Globalization of management of at commercialization of
least one overseas equipment)
students and KAIST’s outstanding
researchers campus research Enhancing KAIST’s

Development and reputation among

Globalization of
Establishment of vision developing countries
administrative system utilization of and research
advanced by providing
strategies in educational support
international KAIST-initiated
transdisciplinary through the
research areas in establishment of
research/education science and technology
programs graduate schools in
economic
Innovation in global development,
technology science, and
commercialization technology
strategies
Establishment of

Innovation in PR ASEAN-KAIST R&D
strategies to Center
enhance KAIST’s
visibility Establishment of
KAIST Spirit & Mind
Foundation
77
The vision of globalization innovation is “World Bridge KAIST by 2031,” which involves
enhancing KAIST’s global competence and international standing. The globalization
innovation strategies will create a virtuous cycle to raise international research
competitiveness and its values.
The vision of “World Bridge KAIST by 2031” will be materialized through the following four
innovation strategies. The first innovation strategy is maintaining a global campus without
linguistic and cultural barriers. The second is establishing overseas campuses. The third
is persuing KAIST-initiated global research. The fourth is expanding KAIST development
model to developing countries seeking to achieve modernization through science and
technology.
The establishment of a global campus will involve creating a campus without linguistic
and cultural barriers with the active involvement of faculty, students, research
personnel, and the administrative system. As the bridgehead of globalization, KAIST will
construct overseas campuses and global R&D centers. In this process, it will be able
to attract outstanding individuals and promote its research outcomes, leading to global
commercialization. These strategies will propel KAIST towards its vision of creating
global value and leading the world in science and technology. The creation of global
value will in turn complement KAIST’s efforts to establish a global campus, and thereby
create a virtuous cycle of globalization. This is consistent with KAIST’s belief that activities
beneficial to its members will pave the way for the advancement of humanity.
The first innovation strategy is maintaining a global campus. Specific strategies include
eliminating linguistic and cultural barriers, globalization of the faculty, globalization of
students and researchers, and globalization of the administrative system.
The second innovation strategy is establishing overseas campuses. KAIST will found
global R&D centers, and establish and operate at least one international campus.
Specific strategies include the development of advanced international transdisciplinary
research and education programs, innovation in global technology commercialization
strategies, and innovation in promotional strategies to boost KAIST’s visibility.
The third innovation strategy is persuing KAIST-initiated global research. Specific

strategies include the global commercialization of KAIST’s outstanding research

Ⅲ. Details
outcomes, and initiating the establishment of visions and research strategies in

promising fields of science and technology.
Lastly, the fourth innovation strategy is expanding KAIST development model to

developing countries. KAIST will dispatch research volunteers to developing countries
and provide appropriate technologies, and share its experiences in the establishment of
a graduate school specializing in science and technology. Developing countries may then
achieve economic modernization based on the KAIST model of science and technology. It
will also set up the ASEAN-KAIST R&D Center and the KAIST Spirit & Mind Foundation.
Under the first innovation strategy of maintaining a global campus, KAIST plans to
provide globalization education for all members, and attract outstanding international
faculty members, students, and researchers by 2021. It will create a global environment
by establishing an international culture hall, hosting international job fair programs, and
organizing international R&D festivals by 2026. The goal is to achieve the vision of “World
Bridge KAIST” by 2031.
Under the second innovation strategy of establishing overseas campuses, KAIST will
perform a feasibility assessment, develop a road map, and construct at least one R&D
center by 2021. It will expand overseas campuses based on R&D center operations and
assessment of global influence by 2026. R&D centers will be actively utilized, and at least
one overseas campus will be in operation by 2031.
Under the third innovation strategy of persuing KAIST-initiated global research, KAIST
aims to increase its participation in international consortiums, and invite overseas
universities/research centers to open Korean branches. It will attract international
investments for worldwide technology commercialization by 2026. Next, it will select
promising fields of science and technology for KAIST-initiated research, and makes bold
investments in innovative technology development by 2031.
79
Under the fourth innovation strategy of expanding KAIST development model to
developing countries, KAIST will engage in educational cooperation while working on the
development model by 2021. It will jointly build the ASEAN-KAIST R&D Center by 2026,
followed by the KAIST Spirit & Mind Foundation by 2031.

< Road Map for Globalization Innovation >
- ‌Strengthening of globalization
education and competence of - ‌Establishment of international
<Innovation Strategy 1> members culture hall - ‌World Bridge KAIST by 2031
Maintaining - ‌Attraction of outstanding - ‌Hosting international job fairs (Connecting KAIST to the
a global campus faculty/students/researchers - ‌Organization of international world)
- ‌Establishment of international R&D festivals
student alumni network
<Innovation Strategy 2> - ‌Feasibility assessment and - ‌Operation of R&D center, and - ‌Utilization of R&D center and
roadmap development expansion of overseas campus establishment and
Establishing - ‌Establishment of at least one based on assessment of global management of at least one
overseas campuses R&D center impact overseas campus
<Innovation Strategy 3> - ‌Participation in international - ‌Selection of promising fields

- ‌Attracting international
consortiums, and opening of of science and technology and
Persuing KAIST-initiated investment for worldwide
Korean branch by overseas making bold investments in
global research technology commercialization
universities/research centers innovative technology
<Innovation Strategy 4> - ‌Transfer of KAIST development

Expanding KAIST model to education and - ‌Joint establishment of - ‌Establishment of KAIST Spirit
development model to research in developing ASEAN-KAIST R&D Center & Mind Foundation
developing countries countries
81
Ⅲ. Details
5. ‌Future Strategy Innovation–Principles and Perspectives
for Integration
In summary, the goal of VISION 2031 is for KAIST to become a “global value-creative leading
university” and to be among “the world’s top 10 universities.” To achieve this goal, it must
effectively allocate resources for balanced development in organization, human resources,
and funding. The fulfillment of VISION 2031 requires optimization of these three aspects,
and specific actions will be taken under an open-minded culture and exemplary leadership.
The future strategies serve as basic principles in setting the directions of the four
key innovation strategies, thereby enabling the different divisions to complement one
another. The integration of short-term, mid-term, and long-term visions and strategies
of the four divisions, namely, education innovation, research innovation, technology
commercialization innovation, and globalization innovation, are supported by the
aforementioned strategies.
To implement the future strategies, KAIST must instill a sense of duty to the nation
in accordance with its founding philosophy. It will build a culture centered on the core
values of “creativity” and “challenge,” and at the same time, infuse a “caring” spirit. The
sustainability of strategies depends on the members’ awareness of the common goal
and the adoption of a cross-generational sharing culture.
The key to innovation in future strategies lies in the transition from HOW-oriented
research to WHAT-oriented research. KAIST must expand beyond problem-solving and
conduct research that defines new directions for the country, humanity, and science
and technology. This can be achieved by taking a new approach, such as promoting
convergence between science and technology and the cultural arts.
Long-term, continuous monitoring is required to ensure commitment to VISION 2031.

This role must be defined and properly assigned.
Finally, KAIST seeks to contribute to the peaceful reunification of Korea through science
and technology. The proposed measures include exchange in science and technology
between the two Koreas regardless of political agenda and the establishment of a
campus within the DMZ.

Ⅳ Action Strategies
1. Outline of Action Strategies
2. Organization and Governance
Competence in Convergence and
Collaborative Research
3. Human Resources
4. Funding
5. Number of Faculty Members/Students
and Budgeting
6 Major Projects
.
Ⅳ. Action Strategies
1. Outline of Action Strategies
To attain the various goals presented in the previous chapter, KAIST has put forward
action strategies based on comparative analysis with competing benchmark universities.
In particular, it will reflect implications derived from an in-depth analysis of organization,
governance, leadership, human resources, and finances.
The significance of benchmarking is that it will make it possible to select strategies that
best fit VISION 2031. Rather than blindly emulating benchmark universities, KAIST will
analyze the strengths and weaknesses of each university, and adopt strategies that are
appropriate for its circumstances. The selected benchmark universities are research-
oriented universities with global competitiveness and similar to KAIST in terms of
education/research philosophy and goals. The key benchmark universities include MIT,
Stanford, and Nanyang Technological University. Universities attempting innovative
changes despite their smaller sizes, such as Babson College and Franklin W. Olin
College of Engineering, were included in the analysis to identify learning points for KAIST.
KAIST must actively utilize the KAIST Research Outcome Plan for the establishment of
short-term (2017–2021) strategies under VISION 2031. These are interim goals to be
fulfilled to ensure the success of VISION 2031, and can be referred to as VISION 2021.
VISION 2031 contains long-term, strategic goals, while the KAIST Research Outcome
Plan presents short-term action strategies for the years leading to 2021.
The KAIST Research Outcome Plan details institutional goals to be attained during
the term of office of President Sung-Chul Shin. It presents research/research support
strategies and performance goals based on the president’s management philosophy,
and defines specific plans and performance indicators. The key content of the Research
Outcome Plan is given in the chart below. The strategies and performance goals in
research, as laid out in the Research Outcome Plan, can be largely divided into the
following: 1) Producing outstanding creative leaders for KAIST, 2) producing global
research outcomes, and 3) creating added value through technology commercialization
and entrepreneurship. The performance goals in research support are: 1) forming
a value-creating educational and research environment, 2) efficiently operating the
85
institute based on transparency and ethics, and 3) building an ecosystem for shared
growth through performance management. These strategies and performance goals
are closely related to the president’s underlying philosophy in educational innovation,
transdisciplinary research innovation, and entrepreneurial/industrial innovation.
Research outcome plan strategies and performance goals,

and their relation to the president’s management philosophy
< Outline of Action Strategies >
Goal System
To materialize the vision of becoming a “global value-creative leading university,” KAIST

must clearly define its founding purpose, institutional missions, and management
goals. KAIST was established for the purpose of producing high-quality science and

technology leaders, performing basic and applied research, and providing research
support. It seeks to foster future leaders, conduct basic/applied research and proliferate
research outcomes, cooperate with local and international organizations, and participate
in commissioned research involving local and international industries, universities, and
research institutes. Its current management goals are to produce global transdisciplinary
leaders to lead the fourth industrial revolution and to emerge as a global powerhouse of
new knowledge and technology. As shown in the above chart, it is important for KAIST to
achieve performance goals in research and research support.
87
88
Performance Goals and Road Map – Specific Performance Indicators
Strategic Goal 1. Fostering of Outstanding Creative Talent
•
Name of Indicator Past (2014~2016) Term of Office (2017~2021) Final Goal (2025, 2031)
Performance Goal 1–1. [Research/Education] Fostering Creative Talent in Science and Technology
- ‌92 awards in international - 117
‌ awards in international - 130
‌ awards in international
Fostering of outstanding academic conferences academic conferences academic conferences
students - ‌13 awards in international - 19
‌ awards in international - 29
‌ awards in international
competitions competitions competitions
- Design
‌ of non-departmental - Complete
‌ implementation
of KAIST non-departmental
Non-departmental system design - ‌New area of development system for 2017~2018 system
and satisfaction rating
- Satisfaction
‌ rating 4.20 - Satisfaction
‌ rating 4.50
Registration of patents based on - ‌11 registered patents - 20
‌ registered patents - 30
‌ registered patents
real-world problem-solving
Performance Goal 1-2. [Research/Education] Enhancement of Global Competence
- ‌International faculty 8.3% - International
‌ faculty 15% - International
‌ faculty 20%
Campus globalization - ‌International students 5.4% - International
‌ students 10% - International
‌ students 15%
- Satisfaction
‌ rating to improve
Satisfaction of exchange students - ‌Satisfaction rating 3.95 - Satisfaction
‌ rating 4.30 to 4.50 in the long term
- ‌Two countries - Five

‌ countries - Maintained
‌ at 100 students
Global leadership activities - ‌51 dispatched students - 100
‌ dispatched students dispatched to five countries

Performance Goal 1-3. [Research/Education] Establishment of Education/Research Infrastructure
Satisfaction with
Education 4.0 - ‌Satisfaction rating 3.88 - Satisfaction
‌ rating 4.0
Increase of journal subscriptions - ‌Subscribed to 11,200 journals - Subscribed

‌ to 16,000 journals - Subscribed
‌ to 16,500 journals
and books read per student - 57
‌ books read per student - 66
‌ books read per student - 70
‌ books read per student
Satisfaction with lab safety - ‌Satisfaction rating 4.08 - Satisfaction
‌ rating 4.30
culture campaign
Satisfaction with student rights

and social inclusion - ‌New area of development - Satisfaction
‌ rating 3.60
Strategic Goal 2. Creation of Global Research Outcomes
Performance Goal 2-1. [Basic/Future-oriented] Leader of Basic Research
Entering top 20 in QS ‌
- Four fields in Top 20 in QS ‌
- Five fields in Top 20 in QS
Subject Ranking ‌
- Two fields in Top 20 in QS Subject Ranking Subject Ranking
(natural science and Subject Ranking ‌
- One field in Top 10 in QS ‌
- One field in Top 10 in QS
other fields) Subject Ranking Subject Ranking
IF of at least 3.0 in global - 125

‌ papers with IF of at least
- 79
‌ papers with IF of at least 3.0 - 104
‌ papers with IF of at least 3.0
climate change/healthcare 3.0
IF of at least 1.0 for SCOPUS/KCI

-2
‌ papers with IF of at least 1.0 - 12
‌ papers with IF of at least 1.0 (Not applicable)
papers on IoT
Performance Goal 2-2. [Basic/Future-oriented] Leader of Applied Research
‌
- Five fields in Top 20 in QS
Entering top 20 in QS
‌
- Two fields in Top 20 in QS ‌
- Five fields in Top 20 in QS Subject Ranking
Subject Ranking
Subject Ranking Subject Ranking ‌
- Three fields in Top 10 in QS
(engineering)
Subject Ranking
Overseas patents - 327

‌ overseas patents - 360
‌ overseas patents -380 overseas patents
SAR satellite development
technology compared to ‌
- Technology level 30% ‌
- Technology level 80% ‌
- World’s best
developed countries
Machine learning process ‌
- 99% precision compared to
‌
- New area of development ‌
- 99% precision compared to recall
innovation recall; world’s best
89
90
Strategic Goal 3. Creating Value through Technology Commercialization and
Entrepreneurial Activities
•
Performance Goal 3-1. [Commercialization] Promotion of Entrepreneurial Education
Satisfaction with K-School

- ‌Satisfaction rating 4.00 - ‌Satisfaction rating 4.30 - ‌Satisfaction rating 4.50
education
- ‌37 graduates produced by - ‌132 graduates produced - ‌No. of graduates of social

social entrepreneurship by social entrepreneurship entrepreneurship program
Expansion of social enterprises program program and social enterprises to
- ‌31 social enterprises - ‌110 social enterprises increase to 159%
Performance Goal 3-2. [Commercialization] Strengthening of Technology Commercialization
No. of technology in-kind - ‌9 technology in-kind - ‌32 technology in-kind - ‌40 technology in-kind
investment companies investment companies investment companies investment companies

Amount of technology - ‌40 million won (recent three - ‌780 million won accumulated - ‌320 million won acquired per
investment years) over five years year
Performance Goal 3-3. [Commercialization] Promotion of Student Startups
No. of student startups - ‌46 student startups - ‌121 student startups - ‌136 student startups
Satisfaction with student startup - ‌Satisfaction rating of at least

- ‌New area of development - ‌Satisfaction rating 3.90
support program 3.90
2.‌Organization and Governance Competence in

Convergence and Collaborative Research
Organization and Governance
Strategies can be successfully implemented if they are suited to the organization: the
achievement of an organization’s vision and goals depends on whether the strategies
are a good fit with the organization. Moreover, effective governance is required to run
the organization. The sections below discuss the optimal organization and governance
required to achieve the goals of VISION 2031.
1. Ideal University Organization – Matrix Structure

While maintaining the basic departmental framework, KAIST should develop a flexible
structure that encourages cooperation and transdisciplinary research among faculty
members and different faculties. For this purpose, the faculty evaluation system must
be improved. Specifically, the evaluators of participating faculty can be extended from
department heads to senior faculty of research groups. Individual faculty members
should be allowed to assign different weights to their evaluation to ensure accuracy.
The existing departmental system should be transformed into a matrix-based (cross-

functional dimension) structure as shown in the figure below to maximize excellence,
applicability, professionalism, and flexibility. Multiple departments can be combined
to form research centers based on common research interests and functional needs,
and research center directors can be granted greater authority in faculty evaluation and
budget allocation.
91
① Current : Department-based (functional dimension)
School (College) of Engineering School (College) of Natural Sciences

Department 1
Department 2
Department 3
Department 1
Department 2
Department 3
②Proposal : Establishment of matrix-based (cross-functional dimension) research
organization according to research areas and functions (strengthening role of
research center supervisors in faculty evaluation and budget allocation)
School (College) of Engineering School (College) of Natural Sciences
Research
Center 1
Department 1
Department 2
Department 3
Department 1
Department 2
Department 3
Research
Center n
[Figure] ‌Organizational structure to maximize excellence, applicability, professionalism,

and flexibility
< Matrix Structure of Ideal University Organization >

2. Introduction of Mega-Lab for Large-Scale Research

Faculty of various disciplines must work together to induce large-scale economic
outcomes and maximize results in transdisciplinary and innovative research. For this
purpose, it is necessary to strengthen the research planning function and integrate the
research innovation strategies of VISION 2031. If successfully launched, mega-labs will
create synergy through collaboration between new and existing research personnel.
3. Weizmann Benchmarking for Active Technology Commercialization

To stimulate technology commercialization, KAIST must identify and analyze the most
suitable target benchmarks. In terms of technology commercialization, the Weizmann
Institute of Science is a good benchmark for KAIST. The Weizmann Institute cooperates
with Yeda Research and Development Company to register patents, commercialize
intellectual property, and support startups. Its annual royalties amount to KRW 100
billion. The Yozma Group is a venture capital firm with more than 20 companies listed on
NASDAQ or acquired by global companies. In October 2017, KAIST signed an MOU with
these two organizations for the joint establishment of KAIST-Yozma-Weizmann Institute
(TBD).
4. ‌Governance: Board of Trustees, Term of Office of President, and Role of

Faculty Council
For the continuous, effective implementation of VISION 2031, it is necessary to improve
policies on the term of office of the president. For instance, the decision on reappointment
can be made based on midterm evaluation results three years after the inauguration.
If found to have performed poorly, the president will be excluded as a presidential
candidate. The search for new presidential candidates must be carried out for at least
one year. Changes to policies on the presidential term should take effect from the term of
office of the next president.
Since greater democracy and autonomy are essential in fulfilling VISION 2031 and
missions, the role of the Board of Trustees and Faculty Council must be intensified
accordingly. Measures should be developed to reinforce institutional autonomy in forming
93
the Board of Trustees, and the Faculty Council should play a more active role in the
establishment of research strategies and visions.
5. Role of Student Council, Alumni, and Parents’ Association

The Student Council, alumni, and Parents’ Association play important roles in achieving
VISION 2031. The Student Council must participate more actively to strengthen the
learning and research capacity of students, who are the key players in education and
research. The alumni and Parents’ Association need to explore direct and indirect ways,
including donations, to contribute to school development. KAIST must give sufficient
consideration to the opinions of alumni and parents in deciding major policies.
6. Role of President and Administrative Personnel

The president and administrative personnel must build effective ties with the government.
Instead of passively meeting government demands, KAIST must strengthen its role
as a professional institute dedicated to the development of mid- to long-term national
policies on science and technology. As the representative of local universities specializing
in science and technology, KAIST should serve as a think tank of Korea in cooperation
with the National Research Council of Science & Technology (NST), which supports
government-funded research institutes and oversees related policies.
7. Center for Ethics & Human Rights, Ombudsperson

The protection of individual rights is equally as important as institutional achievements.
KAIST set up the Committee on Social Inclusion on September 1, 2017. The committee
promotes mutual respect and social inclusion, and conducts surveys to ensure campus
safety for all members. The various human rights organizations at KAIST should work
together towards a common goal and form a solidarity. The Ombudsperson, Center for
Ethics & Human Rights, Counseling Center, and Graduate Association Students Human
Rights Center have held consultative meetings on a regular basis. This consultative group
is a prerequisite for the establishment of consistent, transparent strategies that uphold
human rights at KAIST.

8. Desirable Culture and Ideal Qualities of Students

To fulfill VISION 2031, it is necessary to identify ideal qualities of undergraduate and
graduate students. An ideal KAIST student is a creative leader with a global perspective
and the competence to enhance social value through science and technology. In other
words, KAIST highly values individuals who can identify scientific issues and social
problems, and create new value by cooperating across disciplines to solve the identified
issues. Creative leaders should possess strong character traits, including a passion for
challenges, the capacity to overcome adversity, and a sense of self-directedness. They
are science and technology leaders who can solve problems and cooperate with others
by using creativity to meet challenges. At the same time, they are global leaders who
contribute to not only the development of Korea, but also the advancement of humanity.
They are also communicators who can build strong ties with the international community
and work harmoniously with others around the world to overcome global issues.
In order to achieve these goals, KAIST must exert efforts to instill a sense of duty to
the nation in support of its founding spirit, and develop its core values ("Challenge,"
"Creativity," and "Caring") and vision (global value-creative leading university). The
institute plans to collect feedback from young members to develop new symbols, logos,
school flowers, and school trees in commemoration of its 50th (2021) and 60th (2031)
anniversaries. To ensure consistency in conveying the qualities deemed desirable by
KAIST, it is necessary to establish a solid university identity, including logos and brands.
9. Change in Department and Program Operations

KAIST can learn from benchmark universities in order to introduce meaningful changes
to its department and program operations. For instance, faculty members can be
affiliated with departments or research organizations, and students with education
programs. The institute should explore ways to improve operations of graduate education
programs. It may be more efficient to establish an entity separate from research
organizations under respective programs to support the academic affairs of graduate
students.
95
10. ‌Encouraging Convergence through Support for Transdisciplinary Research
Groups
In order to promote transdisciplinary research, KAIST should create an atmosphere
that encourages open-minded discussion among peers, and lower barriers between
departments.
11. ‌Establishment of Relationship Between Head of Doctoral Dissertation

Committee and Advisors
Currently, one faculty member is assigned as an advisor and the head of the doctoral
dissertation committee. To improve the existing policy, separating the advisor from the
head of the doctoral dissertation committee should be considered. Measures can be
devised for faculty from various departments to participate in thesis guidance, so as to
ensure more educational opportunities in students’ research interests, enhance research
capacity, and facilitate the acquisition of knowledge across departments.
Effective policies will be prepared based on the proposal on strengthening graduate

students’ transdisciplinary research capacity by the Research Innovation Division. Instead
of simply enforcing changes, sufficient consideration should be given to departmental
characteristics and the opinions of faculty and students. Departments should be allowed
to choose between the current system and the multiple advisor system. Of course,
modification to the current system will be unnecessary if issues can be resolved without
taking these steps.

3. Human Resources–Students, Faculty, and Staff

The driving force in fulfilling VISION comes from the members of KAIST-the students,
faculty, and staff. Human resources should be optimized to facilitate the achievement of
VISION 2031. Accordingly, role models must be defined for the members, and qualitative
factors should be considered to lift their competence and consolidate a sense of ethics.
Currently, KAIST has a similar number of students as MIT, but 40% fewer faculty. The
size of the faculty is also smaller compared to other overseas benchmark universities.
Because this poses a significant threat to the quality of education and research, the
institute will focus on matching its faculty numbers to that of MIT by 2031.
According to VISION 2031, ideal faculty members are intellectuals who understand
VISION 2031 and strive to achieve the desired goals. They are highly motivated and ethical
persons who contribute to the advancement of humanity through innovative research
in science and technology. Lastly, they are leaders who provide guidance to students,
cooperate harmoniously with peers, and conduct research aimed at tackling global
issues.
To recruit faculty who possess qualities deemed ideal by KAIST, it is necessary to establish
policies on faculty recruitment and training. The aforementioned matrix structure can be
supported by developing a faculty evaluation system that includes adjunct departments
and research centers as evaluators. Incentives should be provided to motivate individual
faculty members to be fully committed to their duties. The new evaluation system should
take into account cooperation with peers and cross-generational faculty members.
At the same time, the current method of faculty recruitment should be improved by
converting to a dual system, comprised of bottom-up and top-down recruitment. The
former involves recruitment based on recommendation by departments, while the latter
is initiated by the main administration in consideration of strategic, promising fields.
For instance, the main administration can recruit ten faculty members each year in
strategic research fields, and these faculty members may join an organization of their
choice (department, research center). Similar to MIT’s Whitehead Fellowship, KAIST can
launch a program that guarantees an independent research period for newly recruited,
97
outstanding faculty members and support the pioneering of new research fields.
Under VISION 2031, ideal staff members are intellectuals who understand the desired
goals and exert efforts to achieve them. They provide the best services to maximize the
potential of faculty and students, and show the utmost respect and consideration to their
peers. They strive to build strong ties with the local community and government, and take
all responsibilities while meeting the highest ethical standards.
To recruit staff members considered ideal by KAIST, it is necessary to designate suitable

policies on staff employment and training. The administrative support function should be
intensified to provide systematic support for faculty research and minimize the burden
of administrative affairs faced by faculty. In the case of MIT, post-docs play a supporting
role in education and research. In support of recent changes to national policies, KAIST
should consider the gradual conversion of part-time staff members to full-time. It should
review the cyclic allocation of human resources every one to two years to enhance job
professionalism, and improve staff competence through visits to global universities and
expansion of staff training programs.
To provide members with better incentives, KAIST must implement a strict and fair
evaluation system. Feedback from all members should be reflected as much as possible
to develop a transparent, objective personnel system. The new system should include
incentives that encourage individual faculty and staff members to take the initiative in
maximizing their creative competence. Furthermore, specific policies on incentives and
evaluation criteria must be introduced to encourage cooperation among members based
on mutual respect and consideration.
In order to justify the need for VISION 2031, it is first essential to instill a sense of ethics in
faculty, students, and staff. Research ethics must be emphasized through the transparent
execution of funds in research conducted by faculty and students, and researchers must
exercise greater social responsibility. All members must participate in the declaration
of integrity, and awards will be presented to faculty and staff who demonstrate a strong
sense of ethics. These efforts will help to remove corruption while fostering faculty and
students who possess creativity, passion and high morals. In addition, the student honor
code will be introduced to facilitate the administration of unsupervised tests and to

encourage responsible expression of individual views on social media.
※ KAIST Integrity Declaration Ceremony (4/17/2017)
KAIST Declaration of Integrity
As an executive/staff member of KAIST, I hereby agree to undertake my

responsibilities with integrity and play my part in creating a corruption-
free campus by observing the following.
• pledge to observe all laws and regulations in carrying out my

responsibilities, and to faithfully perform duties that fall within my
authority based on the principles of honesty and reliability
• pledge to avoid any acts that run against workplace fairness,

including the misuse of my position to solicit or accept any gifts or
favors.
• pledge not to request or receive bribes, nor ask for or accept

requests for unjust benefits.
•pledge to adhere to the honor code and to uphold its standards in

performing my duties.
•pledge to participate actively in the implementation of anti-corruption

policies.
April 17, 2017
Executives and staff members of KAIST
99
4. Funding
Financial Support for Vision Achievement
Sufficient funds, in addition to the acquisition of competent human resources, are

essential in working towards VISION 2031. KAIST will estimate optimal funding amounts
based on an analysis of benchmark universities, and devise various measures to increase
funding sources.
Funding Amount and Methods
KAIST has set a quantifiable, sustainable goal of attracting two trillion won to the KAIST
Development Fund by 2031. VISION 2031 Fundraising Committee will be formed to attain
fundraising goals. This will be pursued continuously regardless of the president’s term
of office. Key projects may vary depending on a president, but fundraising efforts and
campaigns must continue for sustainable development. All members must cooperate
over the long term, giving due credit to former presidents and showing their support to
new presidents in related undertakings.
KAIST’s fund management profits are much lower compared to that of Stanford and
MIT. The profits derived from fund management were mostly in the form of interests,
amounting to 5.5 billion won in 2016. Revenue was generated only through deposits and
bonds, and the average rate of return in 2016 was 2.37%.
KAIST needs to identify specialized research areas for research investments and
generate revenue, similar to those of Stanford’s SLAC and MIT’s Lincoln Lab. For
instance, the development of new medicine can generate royalty profits by being listed
on the stock market. More donations should be drawn from alumni and businesses. The
fundraising goal for alumni is set at one trillion won by 2031.
1. ‌Change of Funding Responsibility for Greater Autonomy of Departments

and Colleges
Colleges must collect more donations from alumni and businesses, and the increased
funds should be utilized for independent research activities. Instead of relying on the

university, departments should be granted greater authority and responsibility in fund

acquisition and expansion.
2. ‌Acquisition of Additional Funds through Establishment of Large-Scale

Research Centers and Hospitals
In the mid/long-term, large-scale research centers and hospitals should be constructed
for transdisciplinary research in the biomedical and bioengineering fields. Currently, it is
difficult to derive meaningful outcomes under the existing system, which relies on other
universities and hospitals to run clinical trials. Another way of boosting funds is through
technology startups. For example, KAIST can pursue global commercialization (NASDAQ
listing) of outstanding biomedicine technology in the same manner as the Yozma Fund.
3. Profit Generation through Professional Fund Management

KAIST must utilize professional institutes to improve the profitability of university funds.
It should establish an effective fund management and profit re-investment system
by benchmarking university-affiliated management companies (fund management
by the CFO and other experts) such as Harvard Management Company and Stanford
Management Company. Strategic fund management should be employed to generate
greater profits. KAIST can manage university funds more strategically by installing a
management entity comprised of the CFO and other fund management experts. Part of
the resulting profits from university funds should be continuously invested in operations,
research, and improvement of student support/education infrastructure.
4. Role of Alumni
The KAIST Alumni has set a fundraising goal of one trillion won by 2031. Continuous
efforts will be made to raise funds through the alumni, and fundraising campaigns will
be regularly organized. More active marketing can be achieved through the publication of
KAIST Development Fund newsletters and promotion of campus events. Parent sponsors
will be recruited as part of the efforts to increase donations. Specific goals should be
designated in working towards the vision, including the alumni fundraising amount and
recommendation of outstanding talent.
101
5. Areas of Improvement for Government Budget
If it proves difficult to adopt the U.S. model, KAIST will require active government support,
as in the case of Nanyang Technological University (NTU), in order to emerge as a world-
leading university within a short period of time. An analysis of NTU’s funding reveals that
government support accounted for 47.5% of its income, excluding investment returns, in
2016, and 44.8% in 2017. NTU has seen rapid growth thanks to large amounts of funding
from the Singapore government.
In the case of KAIST, some challenges are expected in increasing the government’s
R&D budget. To overcome this situation, it must reinforce national defense research and
exert efforts to receive funding from the government’s national defense R&D budget.
KAIST has attained world-class standards in science and technology over the past fifty
years, and is capable of contributing to national defense R&D. The Korean government
accounted for 75% of national defense R&D in 2008, while the private sector in the United
States accounted for 75%. In 2013, the government budget for national defense R&D
was the second highest at 2 trillion 378 billion won (13.5%), trailing behind industrial
manufacturing at 2 trillion 217 billion won (28.8%). The national defense R&D budget
is categorized into basic research, core technology development, dual use technology,
and professional use technology. The rate of budget increase has been higher than
that of defense and defense improvement expenditures. A recent discussion forum on
national R&D recognized the need to develop an open cooperation platform, including
the establishment of the Defense-Security Research Center (DSRC) and an R&D group
dedicated to civilian-military technology cooperation. The reality is that basic research on
civilian-military cooperation is almost non-existent. Against this backdrop, KAIST seeks
to build a national defense research institute modeled after Caltech’s JPL, Georgia Tech’s
Military Communications Research Institute, and MIT’s Lincoln Lab.

5. Number of Faculty Members/Students and Budgeting

Setting specific quantitative goals for the number of faculty members, number of
students, and expected budget to fulfill VISION 2031.
Target Target
Target
2018 2019 2020 2021 2026 2031 Rate Rate
Index
(~2021) (2021~)
Size of faculty 676 715 757 801 998 1,243 5.80% 4.50%
Number of
HR 11,654 11,771 11,889 12,008 12,620 13,264 1.00% 1.00%
students
Student/faculty
17.24 16.46 15.71 15.00 12.65 10.67
ratio
Total budget
858,600 927.288 1,001,471 1,081,589 1,481,870 2,030,291 8.00% 6.50%
(million won)
Government
212,004 228,964 247,281 267,064 401,573 603,827 8.00% 8.50%
contributions
FR
Research fund 382,655 418,357 457,389 500,064 734,758 1,079,600 9.33% 8.00%
Other 263,941 279,967 296,800 314,461 345,540 346,863
※ Assumptions
1. The number of professors will increase to 1,200 by 2031, achieving economies of scale.
2. The student/faculty ratio will decrease to 10 by 2031.
3. ‌Budget will reach 1 trillion won in 2021 and 2 trillion won in 2031. The budget per professor will
be about 1.6 billion won.
4. ‌The proportion of government contributions to the total budget will be 25% by 2021 and 30% by
2031.
5. ‌Category of “Other” includes royalty incentives and earnings from operation of the fund. The
fund’s target is 2 trillion won by 2031.
103
The key to realizing VISION 2031 is securing sufficient financial resources. Therefore,
continuous efforts are needed to increase research funding and government
contributions. Substantial donations are necessary, especially from alumni associations.
First, KAIST will raise the number of full-time faculty members to 1,200 by 2031 in order
to compete with benchmark universities. The number of students will be increased by
1% each year to reach a student-faculty ratio of 10 by 2031.
In terms of budget, KAIST has set a budget goal of KRW 1 trillion by 2021, and KRW
2 trillion by 2031. While government funds cannot be significantly raised, some increase
may be possible with the expected higher number of students. An average growth of
8 to 9% is required for research funds (target of KRW 800 million to 1 billion per faculty
member). Royalty and development fund profits must also be raised significantly. KAIST
should pursue fundraising more actively, centered on the alumni, with a goal of KRW
2 trillion for 2031.
VISION 2031 can only be achieved with stable funding. As such, continuous monitoring
and strategic acquisition of funds must be carried out. KAIST must concentrate its efforts
to maintain strategic ties with the alumni and philanthropists through the Development
Fund.
Note
Under VISION 2031, the goal is to have 1,200 faculty members and a two trillion
won in budget by 2031. The annual quantitative goals serve as rough guidelines
in working towards the final goals. Attaining quantitative goals (or conversely not
succeeding in doing so) is not an indicator of success or failure of VISION 2031.

6. Major Projects–Areas of Focus for Vision Achievement
1. ‌Participation in Key Large-Scale Projects (Flagship Research of Research

Innovation Division)
The driving force behind KAIST’s development is the education and research capacity of
individual faculty members. For KAIST to take the next leap forward as a global value-
creative leading university and to maximize synergy from individual competence, it must
undertake large-scale research projects that deliver economic impact. In other words,
KAIST must develop and implement large-scale projects to successfully achieve VISION
2031.
2. ‌Enhancement of National Competitiveness through BT Research (Flagship

Research of Research Innovation Division)
To sharpen competitiveness in BT, KAIST must develop strategies to attract and foster
medical scientists (MDs/Ph.Ds). It should establish programs that support MDs/
Ph.Ds or MD-degree holders in performing fundamental research independently for a
certain period of time for early-stage career development, so as to nurture emerging
medical science talent and contribute to the advancement of medical science in Korea.
Developments in innovative bioengineering technology can be attained through the
convergence of basic biological sciences and engineering. Moreover, medical research
must be strengthened by expanding projects in brain science and brain engineering.
3. ‌Research on Renewable and Alternative Energy (Flagship Research of

Research Innovation Division)
KAIST must conduct research in underdeveloped areas (space, marine, medicine, etc.)
in the field of nuclear energy, and broaden its scope of interests in alternative energy
sources, including solar energy, wind power and gas.
105
4. ‌Strengthening of Cooperation with Industry and Providing Transdisciplinary
Education to Foster Industrial Leaders
KAIST will launch the School of Transdisciplinary Studies to foster individuals talented
in transdisciplinary disciplines capable of rapidly adapting to changing industries and
responding to society’s demand for a new model of education.
•Rapid speed •Complexity •Uncertainty

Characteristics
of Social Change
•Rapidly marketable •Flexibility for changes

Needs of the •Efficient technology
Parties
•Empirical •Interpretive
Scientific •Critical •Transdisciplinary
methodology
< Society's Demand for a New Model of Education >
KAIST must create a sustainable education model that allows rapid adjustment to
technological advancements and changing circumstances.
Core Studies Communication

Info communication cooperation problem
Cross-disciplinary solving
knowledge Creative Innovation
Basic Meta
knowledge knowledge
“ Sustainability ”
21st century
learning
Educational
Purposes
Human
knowledge
Life job Ethical

sentiment Cultural
competence
< Sustainable Education Model of KAIST >

The curriculum plan should also be improved to reflect transdisciplinary trends and the
strengthening of Team URP/internships.
Career
Employ Graduate
◐ 4-2nd semester Internships Start-up ment School ETC
or
rch
Graduation Research
sea
Environment
st
◐ 4-1 semester
Re
Team Energy
URP Choose
●3rd year freely
Seminar considering Subject Big-Data
subject and
●2nd year Basic Laboratory career. Healthcare
Practice
Nano
e
◐ 4-1st semester Mentor

nsiv
Topics and career consulting Professor

inte
ion
●3-4th year Envir

-onment Energy Big-Data Healthcare Nano Project Based Learning (PBL)
Fus
Action learning
◐ 3-1st semester Tutoring lecture Mentor Professor
sic
Ba
Modem Economics & Molecular Advanced

ion
●2-3rd year physics Management Biology Applied Programming Flipped learning

Fus
Organic/bio mathematical Co/Team-teaching

chemistry modeling
◐ 2-1st semester Mentor Professor+Academic advisor

asic
Guidance on Subject plan

B ,
ts
l Ar
era
nd
●1~2 year Mentoring
Lib
Liberal Arts, Humanities and Social Studies, Basic Essentials, Basic Electives (including 2 Mathematics)
< The Curriculum Plan >
First, intensive transdisciplinary education is the one that integrates basic

transdisciplinary courses. Students gain a broad understanding of real-world issues,
and acquire the basic knowledge needed to find flexible solutions. Theme-based
course templates are developed according to students’ interests and career plans. The
curriculum provides more opportunities to interact with society and bolsters students’
competence in tackling real-world problems.
Second, the Team URP/internship offers basic experiments in the second year, in order
to enhance practical understanding of basic courses. The integration of lab sessions,
seminars, internships and Team URP will maximize learning outcomes. Team URP
brings together undergraduates in their third or fourth year, who form a team of about
five students. The team will comprise multiple advisors and multiple students, or one
advisor, industry experts and multiple students. Business issues can be addressed
through cooperation between Team URP and companies, and these activities will help to
train creative talent capable of identifying and defining problems.
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5. Improvement of Technical Research Personnel Policy
There is a need to develop improved measures on military exemption for new and
emerging researchers. The bridge model between science high schools and KAIST
has been regarded as having played a key role in “Samsung’s catch-up with Sony.”
The technical research personnel policy, which laid the foundation for the model, has
helped to prevent brain drain and ensure continuity in research. However, depending on
the decrease in population and other social changes, further discussion is required on
whether to maintain or improve the current policy.
6. Revolutionary Change Needed for Globalization

KAIST must exert efforts in international cultural exchange and instill a global mindset
in students. It should expand the infrastructure for cultural exchange among Korean
and international members, including the opening of the International Restaurant.
KAIST is expected to achieve its goal of being among the world’s top 10 if it improves
its globalization practices. Accordingly, special measures are needed to increase the
number of international faculty and students. The establishment of KAIST branch
campuses in developing countries in Southeast Asia will further boost globalization.
Statistics on International Faculty and Students in Major Universities

QS International Faculty International Students
University
Rank Percentage Score Rank Percentage Score Rank
1 MIT (US) 56% 100 36 34% 96.1 70
2 Harvard (US) 48% 99.6 54 22% 72.7 177
3 U of Cambridge (UK) 30% 96.5 103 21% 75.2 165
4 Imperial College London (UK) 37% 93.4 126 29% 89.2 106
8 NTU (Singapore) 53% 100 42 35% 100 12
11 EPFL (Switzerland) 56% 100 19 31% 88.2 108
26 HKUST (Hong Kong) 73% 100 17 37% 93.0 87
41 KAIST (Republic of Korea) 12% 25.2 428 6% - -
※ See QS data for scores given to international faculty and students fields marked with ‘-’ fall
below 500th place

7. Promotion of National Defense Research

KAIST must develop defense technology and cultivate talent in related fields to improve
and utilize cutting-edge technology in national defense. To this end, it should make
use of its world-leading technology and research capacity, and strengthen the KAIST
National Security Convergence Research Center. It must secure funds from the national
R&D budget, and pursue transdisciplinary research, including the development of
a new weapons systems. In addition, it should develop spin-on technology through
commercialization of key research achievements to meet demands in national
security. In doing so, KAIST will serve as an anchor of the national security platform
based on cooperation with key entities in security policies. It must expand research
and development in national defense by focusing on national defense in flagship
research areas of the Research Innovation Division. This should be accompanied
by a comprehensive review of ethical and legal issues that may arise when artificial
intelligence and other new technology of the fourth industrial revolution are applied to
national defense.
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Ⅴ Conclusion
1. Leading Future Society through
Science and Technology
2. Contribution to World Development
3. Establishment of KAIST Strategic
Research Center
4. From 2017 to 2071 KAIST’s 100th Year
Anniversary
5. Action List
6. Closing Remarks
Ⅴ. Conclusion
1. ‌Leading Future Society through Science and

Technology
KAIST must reflect on how science and technology can be utilized to drive change and
innovation in the future. In particular, it should define its role in the development of
Korean society and economy.
1. Fostering of Female Talent in Science and Technology

According to the “Overview of Women’s Status in Science” by Boston Consulting Group
in 2016, the share of women among science researchers was a mere 29%. In Korea,
female students continue to avoid science and engineering, and women account for
only 17% of science and technology researchers. Female faculty members only account
for 15% of the faculty in national universities, lower than the share of 25% recorded by
private universities. This is a striking gender gap even when compared to the number
of female students, who account for about 40% of the student body. The shortage of
female scientists and engineers is a pressing social issue, and active support from the
government and universities is needed to increase the proportion of female talent in
STEM (Science, Technology, Engineering, Mathematics).
Female scientists have contributed to the development of science and technology

based on the characteristics more frequently associated with females such as emotion,
intuition, and harmony. They are expected to make greater contributions given the
growing emphasis on transdisciplinary research, which encompasses a wide range of
subjects from science and technology to the arts. The lack of female scientists translates
into economic loss, and fostering qualified researchers must be a priority in order to
achieve developments in STEM fields, even more so when considering factors such as
the rapidly decreasing population and subsequent changes in economic structure. Efforts
must be made at the society level to cultivate young generations of female scientists.
Here, the role of KAIST is to pass on knowledge and provide high-quality education to
yield such talent.
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2. Promotion of Startups
KAIST must spread and apply its experience and startup models to other regions via the
Institute for Startup KAIST and K-School. Specifically, it can contribute to the development
of a startup culture through the establishment of an innovative startup hub in Seoul. In
addition, it can organize an AI global innovation forum, incubate innovative startups, and
offer educational and networking programs. Science and technology ventures can be
supported in their entry into overseas market by utilizing the global network of science
and technology startups owned by Israel’s Yozma group and other leading institutes.
3. Establishment of Educational Model for Korea

KAIST must acquire human resources for Korea to gain global competitiveness in the
ever-changing world. It should implement innovative talent recruitment and educational
policies to lay the foundation for being a world-leading institute that fosters science and
technology talent. An educational model that represents Korea should be proposed.
4. Talent
‌ Donation through MOOCs–Support for Lifelong Learning Related
to the Fourth Industrial Revolution (Offering of Science and Technology
Courses for the General Public)
KAIST is actively supporting teaching and learning through the learner-oriented
Education 4.0 Program and Bridge Program, an online course for high school students
who have been offered admission. Under partnerships with companies and research
centers, e-learning courses are offered to enhance professionalism and competence of
employees and researchers. The global educational consortium iPodia has been put to
use for creating knowledge together with world-leading universities, and high-quality
lectures are made accessible to learners around the world through Massive Open Online
Courses (MOOCs) and COURSERA. KAIST, as a knowledge-creating university, has
offered various courses aimed at advancing science and technology, including Nuclear
Energy Made Easy, Understanding the World with Materials Engineering, Fun Chemical
Engineering, AI and Machine Learning, and Biological Science and the World. These
programs can also be useful for emerging economies in Africa, Latin America, and
Southeast Asia.

Ⅴ. Conclusion
5. Expansion of Student Volunteer Opportunities and Social Contributions

KAIST will provide students with opportunities to participate in social/education volunteer
programs through which they may apply their knowledge to improve living conditions
of not only local communities, but also socially neglected areas outside Korea. This
can be accomplished in the form of participation in the science culture program in
Daejeon, as well as in providing mentoring services for middle and high school students
in cooperation with regional offices and partner schools. The institute will promote
convergence of science and technology knowledge and social innovation in rural areas
by expanding opportunities for students to participate in the sixth industrialization
(combination of first/second/third industries).
6. Overcoming the Problem of the Aging Korean Society

Korea is a rapidly aging society, and the convergence of medicine and engineering is
seen as a possible solution to dementia and other aging-related social issues. To solve
real-world problems, greater support should be provided for technology innovation
activities, such as the KAIST-MBN Fourth Industrial Revolution Idea Competition for SME
Venture Companies. The Research Innovation Division of VISION 2031 has set its vision
as conducting research and development to overcome challenges for humanity. In order
to achieve this vision, it is necessary to drive innovation in research systems and research
planning.
7. Leader of Innovation in New Paradigm of Korean Economy

KAIST must build upon its excellence in science and technology and demonstrate
leadership in the transition to the age of the fourth industrial revolution-the shift from
industrialization to science and technology innovation. This is a mission that only KAIST
is capable of performing. VISION 2031 serves as a blueprint for KAIST to fulfill its mission
and respond to the needs of society.
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2. Contribution to World Development
KAIST must bring happiness and prosperity to humanity, and bridge the gap between
countries by presenting directions for the future and developing novel technology.
1. Transfer of KAIST’s Education Innovation Model

As part of government ODA efforts, the Export-Import Bank of Korea invested about 100
million dollars to support the establishment of a higher education institute in Kenya. If
this project is successful, KAIST will provide consulting on the design of the science and
technology curriculums and university operations. The Kenya Vision 2030 emphasizes the
importance of science and technology in economic development, and uses KAIST as a
benchmark to build a similar institute in Kenya. The Kenya Advanced Institute of Science
and Technology will be the first attempt to localize the KAIST model, which has proved
successful in fostering science and engineering talent and technology domestication.
KAIST has already rendered education and research support at the level of individual
faculties and universities in Africa, Southeast Asia and Latin America, and KAIST has
encouraged student participation in such activities. It has participated in joint research
on educational policies under the Global Education Support Project of the National
Research Foundation of Korea and projects aimed at improving educational ODA. As
for the fields concerning the demand survey of 2015–2016 and educational cooperation
support, KAIST’s diverse experiences acquired through the project on “installation and
operation of sustainable living lab” will also prove valuable in the establishment of the
Kenya Advanced Institute of Science and Technology.
2. Expansion of Global Volunteer Opportunities for Students

Students can enjoy more volunteer opportunities through the KAIST Global Student
Volunteers. In 2016, KAIST students provided high-quality programming education under
World Friends IT Volunteers, an overseas volunteer group dedicated to IT education and
cultural exchange for students in developing countries. The volunteers taught Windows,
MS Office, Photoshop, and webpage-making to 350 students in Addis Ababa Institute

Ⅴ. Conclusion
of Technology in Ethiopia. This can serve as a benchmark in the expansion of volunteer

opportunities for KAIST students.
3. ‌Redefining Role and Value of University in Light of Recent Shift in Global

Socioeconomic Paradigm
KAIST must be able to present directions for the future and serve as a role model
for other universities by creating global value. It will set the new roles as a research-
oriented/transdisciplinary/entrepreneurial university, and develop measures to promote
cooperation among global universities.
3. Establishment of KAIST Strategic Research Center
The construction of a strategic research center is proposed to draw up creative ideas

with consideration of nation-level factors and future trends. It will be more effective
to construct the center under the direct supervision of the president. Creative faculty
groups will be assembled, comprising faculty members capable of addressing “What”
questions, such as “What do we need?” and “What should we make?” The faculty should
be transdisciplinary, coming from the fields of humanities, social sciences, business,
engineering, and science. The Seoul Hongneung and Dogok-dong campuses can be
utilized for close cooperation with industries on market/economy issues and education/
research/commercialization. The establishment of a separate monitoring organization
will be useful in analyzing the pros and cons of the current system in its operation. In
this manner, the strategic research center will enable long-term monitoring of KAIST’s
progress towards VISION 2031.
117
4. From 2017 to 2071–KAIST’s 100th Year Anniversary
Taking the Next Leap Forward
Based on its reflection over the past 50 years, KAIST must establish a long-term vision
in preparation for its 100th year anniversary. As a young university with less than 50
years of history, it is time for KAIST to prepare for a new chapter and take the next leap
forward. With the goal of emerging as a top global university in 2031, which coincides
with its 60th anniversary, KAIST will lay out mid/long-term strategies under VISION 2031.
The successful implementation of VISION 2031 is expected to lay the foundation for the
fulfillment of KAIST's mission and meet future demands by its 100th year anniversary in
2071.
Innovative DNA + Social Responsibility, Social Entrepreneurship
Lack of value assessment may be used as a pretext for sociopolitical manipulation in

the development or utilization of technology. For instance, technology can be misused
as a tool to attain certain political goals. The direction and purpose of technology are
determined by the values upheld by society. Nuclear weapons can destroy human life,
but nuclear materials can be used to treat cancer and generate electricity. As another
example, artificial intelligence can have different effects depending on the values upheld
by society. The direction of technology innovation is influenced by social priorities and
values. The development of technology may not always be consistent with that of society.
Continuous efforts must be made to ensure that the development and application of
technology contribute to creating desirable values for society/economy/politics/culture.
KAIST must re-establish its principles and philosophy to enhance universal values while
maintaining innovation in science and technology. This can be achieved by adopting a
global perspective, extending beyond the boundaries of KAIST and Korea. One important
mission of KAIST since its establishment was to “contribute to the nation’s economic
development through science and technology.” In the next fifty years, it should focus on
bringing out sustainable solutions to global issues and challenges faced by humanity.
Generating economic value is an important aspect, but KAIST should place greater

Ⅴ. Conclusion
emphasis on using science and technology to derive “creative, ambitious, sociocultural”

values, which may not necessarily be economically quantifiable. In sum, KAIST must
adopt a global outlook and reset its mission. Accordingly, the members of KAIST must
work together and concentrate on achieving VISION 2031.
5. Action List
The action list contains clear, specific actions to be taken to execute the key innovation
strategies defined above.
1. Short-Term Action Items for 2021
A. Education Innovation
Under education innovation, KAIST will recruit talent with creative potential. It will adjust
student quotas to recruit students of various backgrounds, possessing C3. Additional
criteria will be added to evaluate social competence and potential, including C3 (Challenge,
Creativity, Caring).
< Action Items of Education Innovation >

Higher proportion of students
Selection of students who possess C3 with
from gifted high schools and
a more balanced distribution between
science high schools
•Gifted/science high school : gifted/science high schools and general
high schools
General high school = 7 : 3
Undergra- Increase in proportion of female students

duate and socially challenged
program Higher proportion of male and
Increase in proportion of international
Korean students
•Male : Female = 8 : 2 students from leading foreign high
•Korean : International = schools (80 students/year)
94.1 : 5.9 ※ Improved assessment methods,
including quantification of results from
various international exams
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Emphasis on C3 in addition to existing
method of evaluation
Comprehensive •(Challenge, Creativity) R&E, student clubs,
evaluation based on experiential activities
Document
academic performance, •(Caring spirit, sense of community)
screening
school records, statement Volunteering, group activities, relationship
(Stage 1)
of purpose, and letters of with peers, filial piety, and exemplary
recommendation performance
•(Leadership) Performance as class
leaders or student club leaders
In-depth evaluation with separate sessions

for academic and social capacities
•(Increase in interview preparation time) 20
Comprehensive min (‛17) → 35 min (‛18) → 55 min (‛19)
evaluation based on •(Additional evaluation by category) 20 min
academic competence (‛18) → 40 min (‛19)
Interview ☞ Session 1 (20 min): In-depth academic
(Stage 2) (problem-solving in evaluation of mathematics, science,
mathematics and science) english, etc.
and social capacities ☞ Session 2 (20 min): Comprehensive
evaluation of social capacities, including
core values such as “challenge,”
“creativity,” and “caring”
In addition, KAIST will appoint honorary alumni as admission officers. Outstanding

international students will be recruited through improved policies, such as the embassy
recommendation system, expos for students on government scholarships, cooperation
with international faculty, visits to high schools of international students, and support for
related promotional activities.
Transdisciplinary courses for freshmen will be strengthened. The School of

Transdisciplinary Studies will be put in place based on a reorganization of academic
units, curriculum development, and faculty recruitment (10 new faculty members by
2021). KAIST will promote convergence between humanities and social sciences by
holding transdisciplinary meetings (two to three times a year) and providing lectures on
humanities and social sciences through faculty exchange with universities specializing
in science and technology. It will drive innovation in the social value-oriented education

Ⅴ. Conclusion
under the agreement with the Korea Foundation for Advanced Studies (September 2018;
goal of at least 10 billion won over the next five years).
Education methods will be upgraded to better the competence of creative,

transdisciplinary talent. To create a Virtual University environment, KAIST will increase
the number of network classrooms and teamwork rooms to 20 and 50, respectively, by
2021. In addition, it will develop and utilize Massive Open Online Courses (MOOCs).
< The Number of KAIST MOOCs >
KOOCs Year 2017 2018 2019 2020 2021

(KAIST MOOCs),
Developed 14 20 25 30 40
Coursera,
K-MOOCs Accumulated 41 61 86 116 156
The Education 4.0 program will also be expanded.
< The Number of Education 4.0 Program >
Year 2017 2018 2019 2020 2021

Classes per year 138(5%) 170 200 250 400(15%)
No. of classrooms (accumulated) 3(21) 5(26) 5(31) 6(37) 8(45)
KAIST will participate in the STEAM (Science, Technology, Engineering, Arts,

Mathematics) COLLEGE, supervised by the Korea Foundation for the Advancement
of Science & Creativity. This is a future-oriented science and engineering educational
program that ties together elementary, middle, and high school curricula, and
implements job-creating/problem-solving STEAM projects. Forty courses will be selected
across the five universities specializing in science and technology.
A student honor code will be introduced to instill a sense of ethics among students, and
to facilitate the administration of unsupervised tests.
B. Research Innovation
Under research innovation, the following short-term items are proposed.
121
First, KAIST will operate a cross-generational collaboration lab system and designate at
least 30 labs to be involved.
KAIST will build a research planning control tower to strengthen research planning. It
will undertake planning and implementation of block funding for the fourth industrial
revolution, and prioritize seed projects in funding allocation. Creative, risk-taking research
support will be provided with focus on the 13 strategic projects selected by the Ministry of
Science and ICT.
To share the latest research information, KAIST will introduce RIMS (Researcher
Information Management System) Discovery, which is a comprehensive database used
to analyze the trends of researchers, research achievements, and latest publications. The
RIMS Research Report will be employed as a platform for the sharing of knowledge with
businesses and research institutes.
KAIST will upgrade its research system. It will improve policies on balance accumulation,
recruit IP attorneys, and shorten the contract process for corporate projects and
international joint research.
More support will be given to risk-taking research. Researchers who break the mold
of conventional research and make new discoveries will be provided with additional
equipment, as the KC30 project is expanding into KC30 (KAIST Grand Challenge +
seed money for Crazy but Grand Ideas). Assisted creative research will be conducted to
develop transdisciplinary technology that maximizes human creativity and other skills
irreplaceable by AI.
KAIST will cultivate world-leading transdisciplinary research groups. For this purpose,
it will establish three transdisciplinary research institutes, and foster five KAIST flagship
transdisciplinary research groups by 2021. It will open a transdisciplinary building for
the age of the fourth industrial revolution, and support related research, including the
national defense 4.0 research and education projects. Outstanding transdisciplinary
research projects will be integrated with flagship projects under VISION 2031 and
developed into large-scale national projects. In addition, it will identify issues through the
AI World Cup, expand AI education, and select promising projects through the Venture
Research Program for Graduate Students, so as to fulfill the World Leading AI Initiative.

Ⅴ. Conclusion
C. Technology Commercialization Innovation
Under technology commercialization innovation, the following short-term items are

proposed.
By 2021, entrepreneurship will be introduced as a mandatory subject for 50% of

undergraduates. The entrepreneurship curriculum will also be reorganized. The
entrepreneurial curriculum platform and Business Analytics (BA) curriculum platform
will be operated for all MBA programs. Advanced capstone design classes, which involve
project-based learning, will be extended to all departments, under which courses are
recognized as basic electives in the humanities, recognized as required/elective major
courses, or used as substitutes for thesis research. Students will be recruited for the
Master of Entrepreneurship & Innovation, a degree program run jointly by the K-School
and 18 departments. The Graduate Minor Program in Entrepreneurship will be launched
for enrolled students on KAIST scholarships or national scholarships, and the CUop
program will be strengthened in cooperation with universities specializing in science and
technology.
An entrepreneurial support infrastructure will be installed. The Institute for Startup KAIST
will be reorganized to boost its competence in entrepreneurial support. Regulations on
faculty and student startups will be amended, so as to promote and facilitate research-
based startups by eliminating possible obstacles in the startup launching process for
faculty and students. In addition, the faculty evaluation system will be improved. Faculty
contributions will be acknowledged when students launch startups based on research
conducted under the supervision of advisors.
KAIST will create intellectual property and refine its management process. Experts
will be recruited to enhance investments, technology transfers, and professionalism
in commercialization. The institute will cooperate with Israel’s Yeda and other experts
capable of identifying and commercializing outstanding technologies, in order to
successfully found technology in-kind investment companies and raise its competence in
technology transfers.
Venture support will be expanded to create more jobs for the general public at the
national level. Through the Open Venture Lab, KAIST will 1) supply a free space for
123
business startups (including office and internet infrastructure) to anyone who wants to
start a venture during a certain period of time, 2) have its faculty provide basic training,
consulting, and mentoring, and 3) forge a nationwide success model in cooperation
with related companies and government agencies. Through the K-Industry 4.0, KAIST
will 1) enhance national competitiveness and maximize job creation through the
growth of small- and medium-sized enterprises (SMEs), 2) establish the SME 4.0
production innovation platform to facilitate small quantity batch production by integrating
manufacturing and ICT, such as cloud, AI, and big data, and 3) build the E-School* control
tower to generate future leaders of the fourth industrial revolution.
[*Fostering of transdisciplinary talent with focus on Employment, Entrepreneurship, and

E-learning]
Furthermore, KAIST will organize startup idea contests and provide seed capital. 1) The
general public will be invited to submit startup ideas, and winners will receive partial
funding. 2) The winners will have a space assigned in the Open Venture Lab and get
priority in accessing related services.
To increase technology investments and establish university-industry cooperative clusters,

KAIST will undertake the following. It will promote the establishment of technology in-
kind investment companies. For this purpose, 1) promising technologies and companies
will be identified through investment council meetings and external cooperation, and
investment types will be diversified into joint ventures, investment in an existing company,
and investment in a new startup. 2) Investment companies will be selected and managed
based on a pre-assessment of their potential for success (technical, market validation).
KAIST will expand technology transfers and commercialization through strategic creation
of intellectual property. It will 1) actively respond to infringements of rights, by taking steps
that include the establishment of strategies for patent protection, royalty negotiations,
and filing of lawsuits. 2) IP protection and funding will be strengthened through strategic
cooperation with leading law firms and the Korean Intellectual Property Office. 3) IP
professionalism and efficiency will be enhanced based on cooperation with local/
international patent offices, and international technology transfers will be raised. KAIST
will promote investments in incubating companies (KAIST startups, technology transfer
companies). To this end, it will 1) offer strategic consulting and cooperate with investment

Ⅴ. Conclusion
companies, and 2) organize IR forums to attract accelerators, VCs, and CVCs. KAIST will
make university-industry cooperative clusters by sharing its research achievements with
small- and medium-sized enterprises in Seongnam through the K-GLOBAL project,
and supporting them in attaining world-class standards. It will draw up new criteria
in selecting incubating companies, and focus on fostering technology-based startups
with the potential for growth in the age of the fourth industrial revolution. KAIST will
embark on regional cooperation projects based on regional and national expansion of
entrepreneurial education through MOOCs. Lastly, it will build two overseas branches in
a bid to establish a startup support hub in Asia.
D. Globalization Innovation
Under globalization innovation, the following short-term items are proposed.
First, KAIST will secure outstanding international faculty, students, and researchers
by 2021. It will formulate and implement measures to sharpen the linguistic skills
of staff members through customized education in the form of diversified language
programs (hours, type, content). New student exchange programs such as research
student exchange and visiting student programs (for-credit courses) will be developed.
International members will be able to adjust more rapidly with the implementation of
cultural integration policies, including cultural experiences through Korean language
learning, vitalization of temple stay programs, and promotion of the KAIST ONE program.
Various improvements will be made for the welfare of international members. Children
of international faculty will be given additional educational subsidies at Taejon Christian
International School (TCIS), and KAIST professors will be invited to participate in the
TCIS Lecture Series. The KAIST Daycare Center will level up its competence, and the
international food corner in school cafeterias will be gradually expanded. Outstanding
teams in Humanity/Leadership II under the Global Leadership Activity (GLA) program
will have the opportunity to visit Southeast Asia. With the launch of the KAIST Global
Leadership Center (KGLC) Fellow program, up to ten leadership experts will be appointed
to serve as mentors to students.
Second, KAIST will build overseas campuses. A research institute will open under the
support of the Chongqing Municipal Government, and ELK (KAIST alumni company) will
125
give overseas training opportunities for ten undergraduate students by sending them to
Silicon Valley companies, research institutes, and universities in the United States.
Third, KAIST will take the initiative in global research. As an international research
hub, the institute will invite world-leading researchers and organize joint research and
international symposiums. It will engage in more active exchange with strategic partner
universities in the form of student exchange, joint research, and seed funds for exchange
programs.
Finally, KAIST will transfer its development model to developing countries. It will increase
overseas volunteering activities and accelerate efforts in the establishment of the Kenya
Advanced Institute of Science and Technology.
2. Long-Term Action Items for 2031
A. Education Innovation
In the age of the fourth industrial revolution, advancements of humanity are driven by
innovations in science and technology. As such, the question of “What kind of science
and technology should we foster?” will be an important issue in determining national
competitiveness. To play a leading role amidst such changes, KAIST must strive to
cultivate creative transdisciplinary leaders who are capable of enhancing the social value
of science and technology.
First, KAIST will present a model of education to train global leaders for the fourth
industrial revolution under the School of Transdisciplinary Studies. The non-
departmental track of the School of Transdisciplinary Studies will contribute to fostering
transdisciplinary talent with a solid foundation in basic science and engineering, and
the ability to adapt to the changing environment while working across disciplines. The
Steering Committee for the Establishment of the School of Transdisciplinary Studies
will be formed to supervise curriculum design and course development plans, with
the goal of launching the program in March 2019. The installation of the School of
Transdisciplinary Studies will offer students more diverse majors to choose from.
KAIST will upgrade its global competence. It will consider the future role of students on

Ⅴ. Conclusion
the global stage, and prepare them by instilling a global perspective. They will be taught
to reflect on 1) how to change the world as a Global Shaper, 2) how to drive innovation in
the world as a Global Innovator, and 3) how to move the world as a Global Mover. KAIST
will extend opportunities for students to develop a passion for volunteering, embrace
challenges, make sacrifices, and take responsibility as leaders by 1) organizing global
volunteering activities, and 2) inviting Nobel laureates and other global leaders to interact
with students and serve as their role models.
KAIST will develop and exploit innovative lecture models. It will present degree programs
that integrate a smart learning infrastructure that includes EDU 4.0 and KOOCs with
educational know-how, and drive innovation in student-centered education through
Flipped Learning and MOOCs. As part of efforts to give back to society, KAIST will expand
its virtual campus for the upskilling of businesspeople. It will set out retraining programs
for the companies seeking to enhance competitiveness with the advent of the fourth
industrial revolution. Real-time distance classes will be provided for businesspeople to
study and work at the same time. By 2031, it will expand the free semester program, and
increase the number of Education 4.0 courses to account for 50% (1,500 per year) of the
total. Modularized content will be developed for 50% of the courses offered.
< The Number of Education 4.0 Courses >

Year 2021 2026 2031
Classes per year 400(15%) 900(30%) 1,500(50%)
No. of classrooms (accumulated) 8(45) 15(60) 20(80)
B. Research Innovation
KAIST will construct a transdisciplinary research building to support transdisciplinary

research in preparation for the fourth industrial revolution. Transdisciplinary research
has become essential with the acceleration of transdisciplinary practices in the age of
digital transformation. For KAIST to play a leading role in the fourth industrial revolution,
“transdisciplinary research” areas should be combined to form a meta-transdisciplinary
research platform. Accordingly, ten transdisciplinary research centers will be established
by 2031.
127
KAIST will identify and concentrate its resources on 10 Flagship Strategic Research
Areas. The 10 Flagship Strategic Research Areas elicited from VISION 2031 are: 1)
six research areas intended to solve global issues in relation to the fourth industrial
revolution, 2) two research areas in bio/medicine/medical science/healthcare, 3) one
research area in energy/renewable energy/environment, and 4) one research area in
national defense technology.
A successful model for cross-generational collaboration labs will be set up. KAIST will be
the first in Korea to sustain academic success across generations based on cooperation
between senior and junior faculty. By 2031, it will designate and support at least 60 cross-
generational collaboration labs.
KAIST will vitalize collaboration with industries, universities, and research institutes. It will
pursue open innovation and collaborative research. The triple helix model of cooperation
involving industries, universities, and research institutes will be enforced, enabling
KAIST to mature into an open innovation hub, where institutes and talent from Daedeok
Innopolis and beyond gather to collaborate in innovative pursuits.
Bio/medical Fourth industrial revolution

Wise Brain Super Intelligence Initiative
Understanding of brain function/ Future artificial intelligence
treatment of brain diseases
Next-generation Precision medicine platform Hyperconnection photonics

Treatment of cancer/incurable diseases Hyperconnected information
processing
Overcoming
Energy/environment New material revolution
challenges faced by New material development/
Energy cloud
Renewable energy production humanity and molecular printing
/storage/distribution countries!
National defense/security/aerospace Quantum Technology

Next-generation computing/
information and communications
Space technology innovation
Space innovation
R&S CPHES
Smart infrastructure
Intelligent unmanned systems for disaster/safety management
Future warfare and cyber security
< 10 Flagship Strategic Research Areas >

Ⅴ. Conclusion
C. Technology Commercialization Innovation
The R&DB of universities is extremely important not only in expanding funds, but also in
creating jobs for youth and improving national competitiveness.
KAIST must maximize its intellectual property and economic outcomes by encouraging
the launch of technology in-kind investment companies and startups. It must foster
technology commercialization experts to enhance competence in identifying promising
technology and companies.
By 2031, entrepreneurship will be a mandatory subject for all undergraduates. Various

policies will be forged to support selected technologies and companies, and general
startup-related regulations will be reviewed to expedite the startup cycle. For an
entrepreneurial culture to take root, KAIST will introduce successful cases of student
startups and invite well-known entrepreneurs to inspire students by sharing their
experiences.
Various methods will be employed to build a solid cooperation infrastructure. More

specifically, KAIST will expand its startup supporting infrastructure from the Institute of
Startup KAIST to Pangyo and Gangnam in the Yangjae R&CD Innovation Hub.
In terms of investments for technology commercialization, KAIST must accelerate

commercialization of its outstanding technologies by cooperating with investors at
home and abroad. It has signed an MOU for research cooperation and technology
commercialization with Israel’s Yozma Fund, and is devising measures for more active
cooperation.
With the advent of the fourth industrial revolution, the business environment has
undergone dramatic changes. In particular, small- and medium-sized enterprises
constitute a significant portion of the national economy, accounting for 99.9% of local
businesses and 87% of jobs. KAIST plans to lead the smart transformation of small- and
medium-sized enterprises through the K-Industry 4.0, and form a world-class smart
factory based on its outstanding human resources and technologies.
129
D. Globalization Innovation
Globalization is not an option, but a must. For this, KAIST will establish a Korean-English
Bilingual Campus. It will expand opportunities to improve proficiency in English, and
offer more Korean language programs to international members. It will develop cultural
experience programs that integrate Korean language learning, and enforce the use of
both Korean and English in information sharing media, including the KAIST Portal.
KAIST must also form a global campus environment. It will identify the issues faced by
international students and find solutions through active counseling. The international
food corner in school cafeterias will be gradually expanded, and the KAIST Daycare
Center will raise its competence. Through close cooperation with Taejon Christian
International School, international faculty will be given educational subsidies for their
children.
Another important aspect is to enhance KAIST’s international reputation. KAIST

will strengthen ties with the World Economic Forum (WEF) and other international
organizations through the joint organization of international events. Its excellence in
education, research, and technology commercialization will be promoted at international
events organized by the organizations that present university ranking such as THE
and QS. In addition, it will emerge as a leader in KAIST-initiated fields of science and
technology (fifth industrial revolution).
By 2031, KAIST will have constructed at least one overseas campus. It will contribute to
the economic growth of developing countries through the establishment of the KAIST
Spirit & Mind Foundation.
E. Future Strategy Innovation
The key to future strategy innovation is to consolidate a “virtuous self-reinforcing system.”

This will supply infrastructure for effective implementation of innovation strategies in
education, research, technology commercialization, and globalization under VISION 2031,
and ensure sustainable growth based on transparent assessment and motivation.
In establishing future strategies for VISION 2031, KAIST must optimize its organization,
human resources, and funds to become a “global value-creative leading university and

Ⅴ. Conclusion
one of the world’s top 10.” The future strategies will serve as principles in setting basic
directions for the four innovation divisions.
The principles behind the implementation of future strategies are as follows. 1) KAIST
will exert efforts to make contributions to humanity in accordance with its founding spirit
and sense of duty to the nation 2) It will create a culture that emphasizes not only the
core values of “challenge” and “creativity,” but also integrates a caring and giving spirit.
3) It will ensure the sustainability of strategies by sharing its vision among members and
passing on the message to future generations. 4) It will engage in holistic education and
research through the convergence of science and technology, as well as the cultural arts.
KAIST will build the KAIST Future Strategy Research Center, a think tank group that
devises future strategies for KAIST and presents solutions to national issues in this age
of uncertainty. Instead of solving pre-defined problems or simply setting directions for the
nation, humanity and science and technology, KAIST will transform itself into a university
that independently defines problems by extending from HOW-focused research to WHAT-
focused research. The KAIST Future Strategy Research Center acts as a think tank in
making predictions for future society based on science and technology innovation. It will
be in charge of long-term, continuous monitoring to ensure the institute’s commitment
to VISION 2031.
KAIST will organize an international forum on the fourth industrial revolution in

cooperation with the World Economic Forum (WEF). The forum will be attended by
Klaus Schwab, the executive chairman of WEF who introduced the notion of the fourth
industrial revolution. The event is expected to stimulate discussions on related global
agendas and future strategies. KAIST will cooperate closely with WEF to become a role
model in the age of the fourth industrial revolution and elevate its international standing.
131
6. Closing Remarks
If all members of KAIST do their utmost to attain the goals outlined

in VISION 2031, the institute will be able to achieve its grand vision of
becoming a global value-creative leading university that contributes
to the happiness and prosperity of humanity through innovation in
science and technology. This holds great significance as a follow-
up to the vision presented in the Terman Report, which served
as the foundation of development in the years following KAIST’s
establishment in 1971, and provides momentum for the second great
leap.
On the completion of the second Terman Report in the form of

VISION 2031:
(By 2031) KAIST will have spearheaded the fourth industrial revolution
via innovation in education, research, technology commercialization
and globalization. Even more important, KAIST will have promoted
the pride of Koreans, and will have become a cornerstone in the
establishment of an advanced country.
VISION 2031 Committee

• Appendix
1. Progress
2. VISION 2031 Committee
Appendix
Attachment 1. Progress
Major Progress
17. 04. 04. Held 1st VISION 2031 Committee Meeting

Held Subcommittee Meetings
17. 04. 05. - 08. 15.
(Establishment vision and action items for each division)
17. 05. 02. Held the 2nd VISION 2031 Committee Meeting
17. 06. 13. Held the 3rd VISION 2031 Committee Meeting
17. 07. 03. Held the 4th VISION 2031 Committee Meeting
Held the 5th VISION 2031 Committee Meeting
17. 08. 16.
(presenting vision and action items for each division)
17. 08. 16. Held the 1st External Commissioner Meeting
17. 09. 15. - 09. 16. VISION 2031 Draft presentation & discussion (Faculty Workshop)
17. 09. 17. - 11. 08. Held Subcommittee Meetings (Review of opinions)
VISION 2031(draft) Presentation and discussion
17. 11. 09
(Internal public hearing)
17. 11. 21. Held the 2nd External Commissioner Meeting
17. 11. 22. - 12. 12. Held the Subcommittee Meeting (Review of opinions)
17. 11. 29. - 12. 08. VISION 2031 Slogan Contest
17. 12. 13. Held the 6th VISION 2031 Committee Meeting
18. 01. 05. Selecting VISION 2031 Slogan
18. 02. 06. Deliberation of Faculty Council
18. 02. 27. Report to the Board
18. 03. 09. Held the 3rd External Commissioner Meeting
18. 03. 20. VISION 2031 Declaration Ceremony
135
Attachment 2. VISION 2031 Committee
VISION 2031 Committee (143 persons)
President Sung-Chul Shin
Co- Kwang-Hyung Lee (Dean of Moon Soul Graduate School of Future Strategy)
Chairpersons O-Ok Park (Provost & Executive Vice President)
Expert (Division Chairperson)

Committee - Kwang-Hyung
‌ Lee
(Dean of Moon Soul Graduate School of Future Strategy)
(Commissioner)
- ‌Internal (12 persons), External (19 persons)
Education (Division Chairperson)
Innovation - Dong-Soo
‌ Kwon (Department of Mechanical Engineering)
- Tae-Eog
‌ Lee
(Director of Center for Excellence in Learning & Teaching)
(Commissioner)
Research (Division Chairperson)

Innovation - Soon-Hyung
‌ Hong
(Department of Materials Science & Engineering)
- Hee-Kyung
‌ Park (Vice President for Research)
(Commissioner)
(Division Chairperson)
Technology
Commercialization - Zong-Tae
‌ Bae (School of Management Engineering)
Innovation - Byoung-Yoon
‌ Kim (Dean of Institute for Startup KAIST)
(Commissioner)
Globalization (Division Chairperson)
Innovation - Sun-Chang
‌ Kim (Department of Biological Sciences)
- Soo-Hyun
‌ Kim (Vice President for Planning & Budget)
(Commissioner)
- ‌Internal (19 persons)
Secretary Bowon Kim (Associate Vice President, Office of Planning and Budget)

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A Global Value-Creative Leading University

Making a Beautiful Difference Beyond Imagination!

KAIST Challenge and Innovation

VISION 2031 Executive Summary

1. Culture and Value Orientation of VISION 2031

Culture of VISION 2031

2 • VISION 2031 - A Global Value-Creative Leading University

2. Integrated System and Slogan of VISION 2031

Framework of KAIST Grand VISION 2031

A Global Value-Creative Leading University

The University of Science & Technology Innovation

Innovation Innovation Innovation in Innovation in

•Recruiting students •Shaping sustainable •Activating entrepreneurship •Maintaining a global

Innovation in Future Strategy

KAIST C3 Spirit Challenge Creativity Caring

Integrated System of VISION 2031

VISION 2031 Slogan

Making a Beautiful Difference Beyond Imagination!

4 • VISION 2031 - A Global Value-Creative Leading University

3. Innovation Strategies of Each Division

The vision for education innovation is “Fostering Social-Value Enhancing Creative-

< Innovation Strategy of Education >

•Improvement of admissions process to recruit students with

•Strengthening of freshmen courses

•Implementation and expansion of Education 4.0 program for

Innovative changes must be introduced to lectures conducted regularly on campus. In

6 • VISION 2031 - A Global Value-Creative Leading University

The vision of KAIST research innovation is “Research on Challenging Problems Faced

< Innovation Strategy of Research >

First, KAIST needs to create a transdisciplinary and meta-research platform to promote

Bio/medical Fourth industrial revolution

Next-generation Precision medicine platform Hyperconnection photonics

National defense/security/aerospace Quantum Technology

< 10 Flagship Strategic Research Areas >

8 • VISION 2031 - A Global Value-Creative Leading University

Technology Commercialization Innovation

The core vision of technology commercialization is a “Technology-Value Creating

< Innovation Strategy of Tech. Commercialization >

•Expansion of KAIST’s entrepreneurial infrastructure for improved

•Establishment of goals for technology commercialization

To systematically promote startups, KAIST will exert efforts to establish a diverse

An important aspect of innovation in technology commercialization at KAIST is

10 • VISION 2031 - A Global Value-Creative Leading University

< Innovation Strategy of Globalization >

•Establishment and management of global R&D centers

•Outbound international research

•Dispatching research volunteers to developing countries and

To create a foreigner-friendly campus environment, KAIST will identify issues faced by

Another important agenda of globalization innovation is to enhance the international

Future Strategy Innovation

The core vision of future strategy innovation is “a university that simultaneously

12 • VISION 2031 - A Global Value-Creative Leading University

Korea stands at the forefront of information and communications technology and

Global Ranking VISION 2031

2017 2021 2031

Short-Term Action Strategies for Education Innovation

We will recruit talented individuals with creative potential by improving admission

< Short-Term Action Strategies of Education 1 >