Attending the INORMS Congress in Madrid this year was both energising and deeply thought-provoking. With over 2,000 attendees from 67 countries, it offered far more than just an international gathering—it felt like a snapshot of the future of research management.

What stood out to me most was that research can no longer be viewed through a local or purely administrative lens. The field is being reshaped by artificial intelligence, shifting global dynamics, and an increasing need for international collaboration. As research managers, we are being called to evolve—from process coordinators to strategic enablers of global innovation.

From Isolation to Interdependence: Why Research Needs Global Frameworks

One of the most powerful themes that emerged from INORMS was this: no research institution can thrive in isolation anymore. In an increasingly connected and complex world, the challenges we face—whether scientific, technological, or societal—can only be addressed through collaboration.

The research landscape is shifting toward deep interdependence, where value is created not just within institutions, but through how effectively we engage with others across borders.

To remain relevant and resilient, we must:

• Build alliances that prioritise long-term resilience and mutual benefit over short-term efficiency
• Align with international standards for data governance, research ethics, and the responsible use of AI
• Co-create solutions with global partners to tackle shared challenges and accelerate innovation.

For me, the clear message was that collaboration is no longer optional—in research operations, it is a strategic necessity. It is not just about participating in global frameworks, but about shaping them.

The Real AI Shift Is Happening Now

AI wasn’t just a talking point at INORMS—it was a presence. Not just in theory, but in action. What is clear is that the real breakthrough now lies not in the capabilities of AI, but in how we apply it in real time to address institutional challenges.

I have seen this shift unfold in several ways:

• Development of local large language models (LLMs) to ensure security and data sovereignty
• Use of agentic AI tools that can support researchers by handling complex reasoning, not just administrative tasks
• Institutions beginning to design and trial their own AI solutions, often in secure, low-risk testing environments with close collaboration between research offices and developers.

The conversation is moving beyond what AI can do to how we use, test, and govern it—ethically, securely, and strategically.

Reframing Our Role: From Back Office to Bridge Builders

Another powerful insight I gained is how fundamentally the role of research managers is evolving.

We are no longer simply coordinating timelines or processing forms. We are:

• Connecting research with innovation
• Enabling digital transformation
• Advising on governance, policy, and AI adoption.

This shift from operational support to strategic leadership is already underway. Whether it is guiding responsible AI use or helping align institutional workflows with strategic priorities, our work is becoming increasingly influential.

Why Technology, Training, and Policy Must Go Hand-in-Hand

One of my strongest takeaways was the importance of integrating three pillars—technology, training, and policy—to ensure sustainable and ethical AI adoption in research operations.

• Technology: We need the right tools for administrative automation or secure, custom-built LLMs for internal research tasks.
• Training: Our teams need confidence and capability. That means practical training, open dialogue, and safe spaces to experiment with emerging tools.
• Policy: We need institution-wide frameworks that clearly define acceptable AI use, protect sensitive data, and embed ethical safeguards.

Without all three, we risk either underutilising AI or misusing it.

What INORMS Reminded Me: We Are Not Alone

While the sessions on AI were rich with insights, what stayed with me most was the human connection. This global community is incredibly generous, thoughtful, and united by a shared mission to improve how research is supported and delivered.

Networking, sharing challenges, and learning from peers around the world reminded me that we are not navigating this transformation alone. We are part of a larger movement, where research managers are not only adapting to change but helping to lead it.

Final Reflection

INORMS 2025 confirmed what have been sensing for a while: research management is undergoing a profound shift. It is not just about new tools or systems but about how we choose to respond as professionals and as a community.

We now have an opportunity to combine technology, ethics, and international cooperation in ways that can strengthen not just our institutions, but the global research ecosystem.

As I return to my day-to-day work, I carry this with me:

The future of research will be shaped by those who can bridge systems, people and technologies, with both: confidence and care.

And that, I believe, is exactly where research managers and administrators belong.

A big thank you to all the inspiring speakers who deepened my understanding, the brilliant colleagues I had the pleasure of meeting, and the incredibly engaged audience at my talk and during the table discussions. Your presentations, energy, questions, and conversations made INORMS 2025 truly unforgettable.