Sanja Petrovic is a Professor of Operational Research at the Nottingham University Business School and has led multi-disciplinary research into development of models, heuristics and algorithms for a variety of realworld optimisation and scheduling problems, including radiotherapy planning, scheduling of radiotherapy patients, nurse rostering, production scheduling, and university timetabling.

What motivated you to take on this role?

I am honoured to be elected as President of The OR Society for the next two years. When I was first approached, I took time to reflect — and even conducted a bit of risk analysis, as we Operational Researchers often do! However, it didn’t take long for me to realise how privileged I am to have this opportunity.

The OR Society is a well-established organisation with a history of over 75 years, a global membership of around 4,000 people across 50 countries, and a calendar of well-attended events supported by a dedicated team.

I aim to build on the excellent initiatives introduced by my predecessor, Dr. Gilbert Owusu, while bringing fresh ideas to complement The OR Society’s ongoing work.

Can you share any previous experiences that have prepared you for this leadership position?

I have had the privilege of serving in several roles that deepened my understanding of Operational Research and leadership. I was Vice President of the OR Society for two terms (2013–2018), Chair of OR53, and Chair of the Committee of Professors of Operational Research in the UK (COPIOR) from 2018 to 2021. Additionally, I have coordinated the EURO Working Group on Automated Timetabling since 2006 and chaired various research groups and committees. These roles developed my management skills and broadened my perspective, preparing me for this leadership position.

What is your vision for The OR Society during your presidency?

Walking through Birmingham’s Victoria Square on my way to The OR Society’s office, I am always struck by the contrast between the historic buildings and a statue of Queen Victoria and the modern Iron Man sculpture. It is a reminder of how society evolves — and how Operational Research must also evolve.

My vision is for The OR Society to address today’s complex decision-making challenges while remaining scientifically rigorous and technologically relevant. With advancements like AI and data science, Operational Research has an opportunity to revolutionise its methodologies and benefit from these innovations. By building collaborations with emerging disciplines, we can ensure Operational Research continues to tackle traditional and new challenges, keeping it at the forefront of societal and technological progress.

Are there specific goals or initiatives you are excited to introduce or expand?

Another goal is to raise awareness of Operational Research and its diverse applications. To achieve this, I plan to organise events in innovative formats, with healthcare as a focus area, as this is a sector where our community has made significant contributions, with huge potential for further impact.

For instance, the NHS and The OR Society both celebrated their 75th anniversaries in 2023, and with an ageing UK population, the challenges are growing.

Our OR community has made remarkable contributions in healthcare, from disease modelling to capacity planning, yet areas like appointment scheduling and home-based healthcare remain untapped.

To highlight how OR contributes to healthcare, we are planning a oneday event in October 2025 featuring success stories, roundtables, and talks for healthcare decision-makers, practitioners, and academics. I hope to replicate this format for other sectors where Operational Research excels.

Are you planning any surprises for your Presidency?

A Past President advised me to enjoy my presidency and have fun — and that is what I intend to do!

One initiative I will try to relaunch is an interactive exhibition on Operational Research developed in collaboration with Science Projects, that was designed to highlight how OR impacts daily life. This was a travelling exhibition however, its launch coincided with the COVID-19 pandemic, limiting its reach. It was only displayed at the Observatory Science Centre in Herstmonceux, Sussex, however, I hope to select new venues to make the exhibition more visible and accessible to the public.

What are the biggest challenges currently facing the Society and its members?

One of the biggest challenges — and opportunities — is the resurgence of artificial intelligence (AI). While AI has been around since the 1950s, recent advancements have transformed every aspect of daily life, from predictive typing to complex decision making. The OR Society must carefully integrate AI’s benefits while acknowledging its limitations. AI excels in data processing but cannot replicate human creativity or strategic thinking. As Operational Researchers, we must combine AI’s strengths with human insight, ensuring both are central to decision-making.

How do you plan to engage younger or newer members of the Society?

Engaging early career researchers (ECRs) is essential for the Society’s future. We already offer initiatives like the New2OR conference, ECR workshops, and mentoring programmes. I want to explore creating a dedicated role on our Board to focus on early career engagement. The Society has also developed Level 7 OR Specialist Apprenticeships, equivalent to an MSc that are recognised by Ofqual as an End Point Assessment Organisation. Expanding these efforts could help attract and support the next generation of Operational Researchers.

What innovative ideas are you considering for the Society?

I want to host debates on topics like AI and data science, particularly their relationship with Operational Research. For example, we could explore the balance between data-driven decision-making and instinct. In his book Blink, Malcolm Gladwell argues that great decision-makers often rely on intuition or “snap judgments.” While data can validate instincts, it cannot always replace them. In an age of data abundance, it is worth asking: does instinct still play a role in decision-making, and can it complement data-driven approaches? Encouraging such discussions will help ensure The OR Society remains a thought leader.

What are you most looking forward to?

Beyond the exhibition, I am looking forward to working closely with The OR Society’s incredible members and exploring new ways to demonstrate the value of Operational Research. It is an exciting time for our field, and I am thrilled to be part of shaping its future.