Interview with Sabine Helling-Moegen

Ms. Helling-Moegen, what particularly motivated you to run for the position of Managing Director?

We’re currently experiencing an incredibly dynamic phase in research management. The demands on scientific organizations are fundamentally changing – due to digitalization, new forms of collaboration, and increased expectations from society and politics. Especially in such times, research-oriented, strategically well-positioned structures are needed to enable excellent science. The Helmholtz Association is a pioneer in this regard: it is solution-oriented, tackles long-term challenges, and uniquely connects basic research, applied science, and large-scale infrastructures. I recognized Helmholtz’s orientation early on as a unique strategic feature – it was even the subject of my dissertation and shapes my perspective on the Association to this day.

I know firsthand how outstanding the research at the Helmholtz Centers is – through my work in the Executive Committee, but also as Administrative Director of a Center. The DZNE, with its consistently translational approach – from basic research through clinical application to care and prevention – has clearly shown me how much good science depends on the right framework conditions. These, of course, include modern processes and the transformation toward digital administration, which we began early on at the DZNE, for example. I bring this experience with me, and it is relevant to many topics within the Association.

What opportunities and challenges do you see Helmholtz facing in the years to come?

The major questions of tomorrow – from health and demographic change to energy, the climate, and digitalization – clearly show how essential the contribution of science is to our society. Helmholtz is very well equipped to address these challenges, thanks to its broad thematic scope, excellent infrastructures, international visibility, and the ability to strategically tackle complex issues through its programs. At the same time, we’re now witnessing growing global pressure on science – due to political dynamics, new expectations, and increasing competition. For us, this means we must become more resilient – in terms of content, organizationally, and in our international collaboration.

However, it also opens up great opportunities – if we shift our focus accordingly. We should work diligently to become more international: through talent recruitment, through sustainable partnerships, and by creating an environment that attracts talent from all over the world. This will not only mean forging new alliances, but also nurturing long-standing relationships. The use of artificial intelligence will also increasingly transform our work – both in research itself and in how research is organized. AI can help accelerate processes, make data more usable, and restructure administrative tasks. For Helmholtz, this holds great potential – if we implement it wisely, with an approach grounded in science, and with a strong sense of responsibility.

Which topics would you like to focus on during your first 100 days?

First and foremost, I’m looking forward to getting to know the head office team in person. This kind of direct, trust-based exchange is very important to me – to develop a shared understanding, but also to clarify expectations early on. Together with Martin Keller, we will shape the onboarding process for the executive leadership. At the same time, we’ll both start in our roles during a period that is also strategically very demanding. The implementation of Germany’s High-Tech Agenda will keep us intensely occupied over the months to come – not just as a political initiative, but also as an operational task for the head office and the Helmholtz Association as a whole.

Another key focus will be on the upcoming strategic evaluation of the programs. Within the head office, we will coordinate closely to determine how we can support this process in a structured, reliable, and service-oriented way. Last but not least, I’m committed to intensifying internal dialogue – across research fields and functional areas. The Association’s diversity is a major strength. But for it to have a real impact, we need to create spaces that foster constructive and productive collaboration.

What’s your impression of the collaboration with the various Centers of the Helmholtz Association?

I’ve experienced collaboration within the Association from various perspectives – as an Administrative Director of a Center, as a member of the Executive Committee, and as part of the head office. What I have consistently seen – and what I deeply value – is the objective, solution-oriented way people interact with one another. Different perspectives are taken seriously; it’s not about uniformity, but about shared responsibility. The diversity of the Centers – in terms of their profiles, sizes, and scientific focus areas – is a major strength of the Association. These differences hold great potential, provided there is a willingness to learn from each other and offer mutual support.

A key instrument in this regard: the cross-Center research programs. The program-oriented funding system provides us with a binding, transparent framework – and at the same time, the freedom to think strategically. I’m convinced that if we continue to develop it wisely, it can continue to support a good balance between community orientation and individual profile-building. We can also see the effectiveness of collaboration in areas such as international talent recruitment, research infrastructures, and methodological development – particularly when cooperation stems not from an obligation, but from the conviction that we can achieve more together.

I am especially pleased that the Helmholtz Leadership Academy has become such a well-established and impactful format for leadership development. In my previous role as Division Manager Administration at the head office, I had the opportunity to help shape it – and I follow its continued growth with great enthusiasm. To me, the fact that the Academy now has such a strong impact within the Centers is a great example of what’s possible when the Association thinks long-term and acts collectively.

Science is in close dialogue with society and politics. What is your vision for this dialogue?

Climate protection, new therapies for widespread diseases, and a secure energy supply are central issues that equally concern society, politics, and research. That’s why it’s essential that we keep talking to each other – and work together on solutions. We need strong scientific structures if we truly want to tackle these challenges. That includes well-funded basic research and consistent networking across disciplinary and institutional borders. A fact-based public discourse is indispensable for this. We must do an even better job of explaining how research concretely contributes to improving people’s quality of life – for instance, by enabling new technologies, providing reliable data, and achieving medical breakthroughs.

At the same time, we must listen carefully: What is society most concerned about? What expectations are there from science, and where might we need to find new answers? Within the Helmholtz Association, there are already many effective formats for this dialogue – at the regional, national, and international level. I see this as an ongoing task, one we should continue to pursue together with the Centers – applying a differentiated and open approach, and with a clear sense of our responsibility.

Sabine Helling-Moegen appointed Managing Director of the Helmholtz Association