In this paper, the authors discuss the rationale behind making talent development at the PhD, post-doctoral and early career levels an equal fourth pillar of the university’s mission, alongside the more traditional pillars of the triple helix. Using Denmark and Aarhus University as a case study, the paper describes how increased institutional autonomy, and the critical mass that resulted from mergers, permitted organisational restructuring that supports the development of this talent strategy and its implementation.

The “quadruple helix” model at Aarhus University is intended to support strategies that involve multiple disciplines and cut across the four key missions of the university: research, education, knowledge exchange and talent development. Most importantly, the organisational model increases the university’s ability to address the challenges and opportunities of the global knowledge society while maintaining quality and expanding supply.