Interview: Peter Rüegg

What is your first impression of Harvard?

The very first impression that I already had when still in Switzerland was extremely good. I was impressed by the uncomplicated, prompt and competent help from the “Lab Administrator” of my future research group and from the “International Office”, who gave us practical support with everything from visa formalities through letters of recommendation to flat-hunting and tax administration. When I arrived in Cambridge this positive impression then became even stronger.

How is one received as a foreigner and a new arrival at this elite university?

The reception at Harvard was really warm and friendly. The entire research group welcomed me cordially and each of them, about 50 in all, took the time to talk to me in detail about their projects. However, we did not have any special reception outside the research group. As a postdoc I did not really expect that either.

What is your new university doing to integrate you?

It was always taken for granted by all the members of the group that they should help the newcomer. Whether organisational or personal issues, all the members of the group gladly offered to help the newcomer. In addition there is a broad spectrum of aids to integration, and the “International Office” holds regular introductory events for foreigners. My wife Vanja, who is working here for her dissertation at the University of Zurich, has the benefit of a wide range of services and events for the spouses of Harvard members. For example she has free of charge access to Harvard Library, the largest university library in the world, a “present” worth US dollars 750 annually.

What is your assessment of the culture at Harvard, for example with regard to the discussion and working climate?

Although I can speak only about the situation in Professor Whiteside’s research group, that seems to me to be an important part of the Americans’ secret of success: there is much more communication than at a Swiss university. There is no shame in not knowing something – even at Harvard. If one’s own know-how is insufficient, one turns much quicker to the whole group, which means we advance much better as a team. Therefore teamwork is paramount.

Is it actually possible to develop a real team spirit in such a competitive environment? Isn’t there rivalry among the members of the group?

The group treats other people’s ideas with great respect, and there is absolute transparency. I find that very pleasant. I never had the feeling that it would be better if I kept a good idea to myself. This is also reflected in the flat hierarchy within the group: postdocs, doctoral students, students or work experience trainees – they are all on an equal footing with one another. What counts are the good ideas and the ability to implement them together with others.

And how does a professor react in a structure of this kind?

Of course the professor is in sole charge: he is responsible for “quality control”. Every paper passes through about ten cycles of discussion and correction with him before it is submitted for publication. In addition I am fascinated again and again by the diversity, originality and sheer quantity of his own research ideas. There is one additional important point that is perhaps at first slightly unaccustomed for the Swiss: the untiring will for PR on one’s own behalf. Our professor emphasises frequently and openly where we are the best, and all the activities are always aimed at being world leaders.

How would you assess the culture on the campus?

What starts in the research group also holds true for the entire university: here it is rather like being in a family. There is very great willingness to collaborate and communicate with other groups and faculties, even though competition and rivalry occasionally come into it as well.

Lukas Lichtensteiger on the campus of Harvard University in Cambridge, USA: “The reception at Harvard was really warm and friendly.” (Photo: V. Lichtensteiger) large

How does the administration of this culture operate?

Harvard’s administration and the services operations surprised me in a very positive way. This is in contrast to Zurich, where I sometimes had the impression that the administration sees itself as the real master of the university and regards the research workers as petitioners who are to be taken more or less seriously depending on their academic status. The situation in Harvard is that the university’s ancillary operations clearly regard themselves as service providers to the academic world and that they are available to even “the least of the students” in a friendly, prompt and uncomplicated way. Thanks to the excellent support, this means that even the personal administrative effort becomes bearable – the Americans seem to love bureaucracy and form-filling almost more than the Swiss.

What is the situation with the student culture?

As a postdoc I cannot say very much about that. However, I believe the mere fact that almost all the students live in the university’s own accommodation on the campus ensures a livelier sense of community and stronger social interaction. On the other hand the students’ workload is very high at all levels.

How is ETH perceived at Harvard, if at all?

ETH Zurich has a very good reputation even at Harvard: “Zurich” is a concept that the people there understand. In my opinion the quality of the students and faculty at ETH is entirely comparable with Harvard; I think this is also the reason why no additional selection procedures are necessary at ETH. ETH can also be proud of the quality of its infrastructure.

With an eye to the ETH2020 future process: what actions to improve the university culture would you recommend to ETH based on your new experience in the USA?

Something that surprised me in a positive sense at Harvard is their great flexibility, for example in relation to age limits. ETH should also try to attract an even wider spectrum of foreign students, for example from Asian countries as well. If necessary, ETH could also change the lecturing language to English and could offer financing facilities to foreigners. Based on the Anglo-Saxon universities model, I would also recommend ETH to have more assistant professorship posts (tenure track); this improves the career conditions of the non-professorial teaching staff and strengthens the student-faculty ratio. I find that the idea of a specific “Graduate School” to achieve greater integration of doctoral students is very good. This has already been done very successfully at Harvard. The relaxed relationship with private sponsors in America also impressed me over and over again. For example almost every building at Harvard University is named after a private donor. The founding of spin-off companies is also a natural process here: although our research group carries out fundamental research, the university’s technology transfer office automatically checks every one of our papers for patentability before publication.