The programme commenced on an energetic and engaging note as participants assembled at their designated workplace in IT02. The venue quickly evolved into a vibrant space for interaction and collaboration, with participants settling into their assigned groups. The opening session focused on introductions and the nomination of group facilitators. Well-designed icebreakers played a crucial role in building trust, rapport, and initial group cohesion, enabling participants to organise themselves effectively and transition smoothly into focused teamwork.
Day One continued with Group Work Session 1: Problem Identification, during which groups engaged in structured brainstorming exercises to identify key challenges and opportunities within the Royal University of Bhutan (RUB). Through open dialogue and inclusive participation, participants explored a wide range of institutional and systemic issues before collectively narrowing their discussions to a single priority problem. This process fostered critical thinking, democratic decision-making, and a strong sense of shared ownership over emerging ideas.
On Day Two, the programme shifted from problem identification to solution design. Participants worked collaboratively to transform their selected challenges into feasible and impactful proposals. Discussions focused on clarifying the purpose of each idea, identifying anticipated benefits, outlining implementation strategies, and considering potential challenges to sustainability and scalability.
The afternoon featured a World Café session, which enabled cross-pollination of ideas across groups. Participants shared their concepts with peers, received constructive feedback, and gained diverse perspectives that strengthened and refined their proposals.
The programme concluded with Session 3, where groups finalised their proposals by drafting 500-word abstracts and preparing presentation slides for the final showcase. Collectively, the two-day programme demonstrated a strong spirit of collaboration, creativity, and shared commitment to transforming ideas into meaningful institutional initiatives.
The final group proposals reflected diverse yet interconnected priorities. Group 10 proposed Revitalising the Bhutan Baccalaureate through Faculty Professional Development programme aligned with its five domains. Group 11 introduced a Graduate Competence Framework to ensure all RUB graduates demonstrate verified transferable skills. Group 12 focused on Reconnecting Bhutanese Youth with Local Values in a Globalized World through curricular integration and experiential cultural learning. Group 13 proposed Transforming Internships Learning at RUB by shifting from supervision to mentorship to enhance employability and nation-building. Group 14 presented the Innovation Centre for Sustainable Futures as a central hub for multidisciplinary research and innovation. Group 15 advocated establishing a National EV Maintenance Training Hub to bridge theory and practice. Group 16 concluded with the Learning-to-Venture Pathway, integrating market immersion and venture development into undergraduate education.
Together, these proposals highlighted the participants’ shared vision for a responsive, innovative, and future-ready Royal University of Bhutan.