Liliana Śmiech, an expert and researcher with extensive experience and achievements, has been serving as the Director General for International Affairs at the Ludovika University of Public Service (Ludovika) since March 2024. In this position, she sees her strategic mission as enhancing the university’s global reputation, showcasing Hungary’s perspectives and unique strengths, and building a bridge between the Eastern and Western worlds. In our interview, we discussed the strengthening of the Ludovika brand, her previous experiences, and her leadership philosophy.
Could you share some details about your professional journey and what led you to apply for the position of Director General for International Affairs at Ludovika?
Before joining Ludovika University of Public Service, I had the privilege of serving as the president of the Warsaw Institute, a dynamic geopolitical think tank established in 2014. At the Institute, our mission was to delve into the complexities of international relations, energy security, defense, history, and culture—areas vital to the well-being of Poland and the broader Central and Eastern European region. One of our proudest achievements was creating a platform that brought together think tanks from thirteen countries spanning the Adriatic, Baltic, and Black Seas. This initiative was born from my deep belief that collaboration is the cornerstone of strong ties between societies and nations.
In addition to my work at the Warsaw Institute, I also contributed to academia as a research and teaching assistant at the Cracow University of Economics. Now, I am thrilled to embark on a new chapter with the Ludovika community—an institution that stands out for its unique character and its critical role in shaping the future of our country.
In your opinion, what are the most significant challenges that higher education institutions face today on the international stage?
I believe that higher education institutions appearing on the international stage face several challenges. First and foremost, especially when we look at events in the Western world, there is a massive politicization of education, with certain political groups trying to exert enormous influence on universities. I don’t see this happening in Hungary, but I can clearly see it in other countries, in Western world. I think all of this is exacerbated by another phenomenon: the lack of academic freedom, freedom of speech, and research freedom in the Western world. In my opinion, Hungary is the complete opposite: researchers are free to conduct the research that is important to them and the country, without political groups influencing them. Other challenge facing international higher education today is the tension between innovation and tradition. As institutions, we’re constantly pushed to innovate—whether through digital learning, interdisciplinary approaches, or global partnerships. However, this drive can sometimes overshadow the value of deep, specialized knowledge and the cultural heritage that forms the backbone of our institutions. Additionally, there is the rise of what I call “educational noise”—the overwhelming flood of information, perspectives, and voices that students are exposed to, thanks to the digital age. This noise can dilute the quality of learning and make it harder for students to find their own voices and values.
How do you see the most important international strategies and priorities for the university in the coming years amid this noise?
When I joined the Ludovika community, I developed a strategy focused on three major points that I try to concentrate on. The first is to increase the international visibility of the Ludovika University of Public Service. The university is already very famous and well-known in this country, but it lacks that level of visibility internationally – we are not as well-known as we could be. Of course, we can improve this, as the university’s faculties are truly extraordinary. Not many institutions can say that their faculties are so closely connected to the public service, security, and future of the nation. Take, for example, the Faculty of Water Sciences. The biggest challenges of the future will be related to water or the lack thereof. At the Faculty of Water Sciences, we are teaching and preparing the leaders of the future for these pressing challenges. The second point of my strategy is strengthening global connections, and the third is maintaining our unique Hungarian perspective in the process. There are some regions that I have specifically highlighted in my strategy. The first is South Korea and Japan. They are global leaders in technology and innovation. Their advanced approaches to governance and cybersecurity, as well as smart city states, provide valuable case studies for our public service students. South Korea was once one of the largest foreign direct investors in the country, and investments are still very present in Hungary. I believe it can be very beneficial for both parties to learn from each other: knowledge-sharing with students and research exchanges will bring many benefits in the future. Furthermore, this year marks the 35th anniversary of the establishment of diplomatic relations between Hungary and the Republic of Korea. This October, we will host the Hungary–Korea Forum 2024 at the university. We will invite various delegations from Korea, including representatives from universities, think tanks, and companies. We will provide a platform for discussions and strengthening cooperation between the two countries. The other region we are focusing on is, of course, Central Europe, as it is essential for our university, but also for the country itself, as we are all connected in some way in this region. The next highlighted region is the United States of America. The country’s various approaches to public administration and democratic governance, I believe, offer rich knowledge for public service education. Our university already has American connections, but I think there is still more for us to explore in the region. And finally, Colombia and Chile offer invaluable lessons through their unique experiences—Colombia’s peace process and Chile’s social reforms are rich case studies in conflict resolution, human rights, and social justice. For students of international relations, public policy, and governance, these countries provide critical insights into navigating complex societal challenges. Additionally, both nations are at the forefront of environmental and sustainability efforts, making them essential regions for those interested in exploring public policies that drive sustainable development.
Looking ahead to these plans, what promising opportunities do you see on the international stage?
I see Ludovika as an extraordinary institution, home to a vibrant community of brilliant minds—outstanding researchers, dedicated administrators, and incredibly talented students. One of the key opportunities before us is to attract more international students to experience this exceptional environment. Encouragingly, the numbers tell us we’re on the right track, with a growing influx of students from abroad each year. This momentum shows that we’re already making strides in building the Ludovika brand beyond Hungary’s borders. With a little more focus on expanding our international reach, I’m confident we can position Ludovika as a leading institution, not just in Europe but globally, particularly for those passionate about public administration. Our reputation in Hungary is stellar, so why not extend that excellence to the world stage?
As the Director General, what initiatives or partnerships are you currently working on to further build the Ludovika brand?
Since joining the university, we’ve had the privilege of hosting a variety of international delegations and organizing numerous impactful events on campus. But our ambitions reach far beyond what we’ve already accomplished. Right now, my colleagues and I are intensely focused on preparing for a series of significant events and collaborations on the horizon.
One of our upcoming highlights is the Hungary–Korea Forum, where we’re laying the groundwork for substantial partnerships with Korean entities. These collaborations will go beyond formal agreements; we’re developing concrete exchange programs for both students and researchers. Our engagement with global partners doesn’t stop there. We’ve already worked closely with American, Swedish, French, and Polish institutions, each partnership contributing to Ludovika’s growing international reputation.
In addition to these academic collaborations, we’ve hosted a strategic roundtable on energy security that brought together several ambassadors and partners from Colombia—a testament to our ability to convene key global players on critical issues. Moving forward, we’re planning events focused on energy security, featuring experts from Azerbaijan and the Netherlands who will be visiting the university.
These diverse and far-reaching projects illustrate that our focus is truly global, tackling multiple regions and challenges simultaneously, as we continue to expand Ludovika’s international influence and reputation.
As a leader, what strategies do you use to develop and inspire your team?
Leading a team in a new cultural and institutional setting is an exciting challenge, offering the chance to weave together diverse perspectives and strengths. My approach starts with building a shared sense of purpose. Even though I’m new to Budapest and working with an entirely Hungarian team, I focus on creating a unified vision that resonates with everyone, deeply rooted in the values of public service and global collaboration.
To develop and inspire my team, I place a high value on open communication and curiosity. I actively encourage my team members to share their insights into Hungarian culture, traditions, and institutional knowledge, while I bring in my experiences and perspectives from Poland and other international contexts. This mutual exchange not only fosters trust but also enriches our collective approach to tackling challenges.
When it comes to motivating a team across different countries, I emphasize adaptability and a commitment to continuous learning. I organize regular workshops where we delve into global trends in public service, exploring how these ideas can be tailored to fit our local context. By celebrating small victories and recognizing the unique contributions of each team member, I make sure that everyone feels valued and deeply connected to our shared objectives. This approach transforms our diverse backgrounds into a powerful engine for innovation and collective achievement.
You mentioned Hungarian and Polish culture. Are they similar or different?
As someone from Cracow, I find a surprising sense of familiarity here in Budapest. While exploring new perspectives is always fascinating, there’s something about this city that makes me feel right at home. I’ve made close friends, and there’s a genuine warmth in my work at the university that feels almost familial. It might sound like a cliché, but I truly love living in Hungary. Perhaps it’s our shared history, often marked by challenges, that creates this unique bond between Cracow and Budapest. Both cities are steeped in culture and have a deep respect for education. Of course, we’re different in many ways, but there’s an unmistakable similarity that makes this place feel like home.
You are not only a professional international expert, but also a sailor, a beekeeper, and a rhythmic gymnastics coach. How do these diverse interests influence your leadership and decision-making skills?
The truth is the bees stayed at my parents’ house in Poland. But to get serious: while the three roles you mentioned are very different, they are similar in that they teach me surprisingly valuable leadership lessons. Sailing has taught me that when navigating stormy waters, you need a steady hand and a dash of creative problem-solving—much like leadership when the winds of change blow unpredictably. Beekeeping, on the other hand, is a lesson in patience and the importance of understanding that every member of the hive plays a vital role. It reminds me to value the unique contributions of each team member while keeping the bigger picture in focus. Rhythmic gymnastics has shown me the art of graceful coordination—whether it’s managing a complex project or ensuring I don’t trip over my own ideas, it’s all about staying fluid and flexible. So, my leadership style is a blend of steering through storms, managing a buzzing hive, and keeping us all in sync—even if it means catching a flying ribbon or two along the way!
Coverphoto: Liliana Śmiech, source: Dénes Szilágyi