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Hiring freezes and voluntary severance schemes have become familiar, if uncomfortable, tools in the sector’s financial toolkit. But before resorting to measures that affect staff livelihoods and academic quality, responsible institutions are looking for other levers to pull. One of the most powerful and often overlooked of these is the non-pay (or discretionary spend) review.

Our experience of supporting multiple universities with a discretionary spend review process suggests that bringing in independent expertise is a pragmatic and strategic choice that can unlock millions in savings, strengthen institutional collaboration, and lay the groundwork for lasting cultural change.

Strive Higher’s latest sector insights report, Highlighting innovation in our sector, reveals how UK universities are creatively tackling today’s biggest challenges – from transforming services and reimagining experiences to reshaping culture and developing future talent.

Our first sector insights report examines the role of innovation within the regulatory framework for English HEIs. Using the institutional capabilities required to respond to regulatory change as a lens, we examine the relationship between regulation and innovation within this part of the sector.

With the regulatory burden increasing and institutional expectations rising, the resulting data skills gap is becoming critical for UK universities. Writing for WonkHE, Sophie Crouchman and Laura Jackson reflect on helping professional services become more data confident.

For many universities, improving how research is managed and supported seems like an impossible dream. Despite the UK’s global recognition for high-quality research and outcomes, as well as our reputable research frameworks, centres and universities, research management itself is still one of the hardest areas to get right. Why is this?

Innovation theatre is activity that looks like innovation, but doesn’t create lasting transformation. And it costs the sector a lot, not just in wasted time and resources, but in damaged trust, change fatigue, and missed opportunities for genuine innovation.

Space to Lead was a 12-month coaching pilot, offered at no cost to participating universities. Upon conclusion, 11 participants have received 115 hours of free coaching from Strive Higher.

The conversation reaffirmed something many of us feel instinctively: the old language of 'students as customers' simply doesn’t capture the depth, complexity, or potential of the student–university relationship. Yes, the consumer-rights framing sharpened standards and transparency, but as Jo noted, it has always felt a bit clunky, and it doesn’t speak to the personal transformation at the heart of higher education. Learning isn’t a transaction; it’s a developmental, human par

Research-intensive universities face growing pressure to ensure their scholarly outputs remain accessible while retaining institutional control over publication rights. Effective open access policies with rights retention mechanisms enable institutions to comply with funder requirements, support long-term preservation, and maximise research impact.

Against a backdrop of constrained public funding, fierce competition for students and a crowded sector, UK universities must reimagine how they support research - not only to advance academic excellence, but to increase institutional income. REF, KEF, and innovation funding streams offer significant opportunities, but only if support structures are aligned with income potential. Optimising research support is no longer a back-office function; it is a strategic imperative.

In this fast-paced world with increasing cost of living, advancements in technology, such as generative AI, and changing student expectations, is it time to consider how the student experience is changing, how far it might change and where our attention needs to focus?

We cannot think of AI in terms of efficiency alone. If adoption is transactional, we could lose the qualities that make higher education transformative: empathy, trust, and human connection. The real challenge is not whether to adopt AI, but how to integrate it in ways that amplify the human experience.

The student–university relationship is too important to be reduced to a service contract. In a world where challenges are complex and change is constant, partnership is not just an ideal; it’s a necessity.

The Lifelong Learning Entitlement represents both opportunity and challenge. Success requires strategic thinking, operational excellence, and commitment to transformation. With the right preparation and support, institutions can position themselves as leaders in the evolving landscape of professional and lifelong learning, creating value for learners, employers, and their communities while building sustainable futures for their organisations.

The traditional hierarchical structures that have long characterised universities, with their clearly defined boundaries between academic and professional services, their departmental silos, and their established power dynamics, are increasingly proving to be barriers rather than enablers of innovation. Successful HE leadership recognises this reality and actively work to create more permeable, collaborative environments where innovation can flourish.

The future of higher education lies not in eliminating organisational structure, but in making it more permeable, responsive, and human-centred.

The most impactful innovations in higher education share a common foundation: they start with genuine understanding of user experiences rather than predetermined solutions. This shift from assumption-driven to user-centred innovation isn't just good practice—it's becoming essential for universities navigating an increasingly complex landscape of funding pressures, changing demographics, and evolving expectations.

The financial collapse of the University of Dundee should prompt other university governing bodies and senior leadership teams to reflect on the lessons learned to ensure their ongoing success and resilience. 

A clear operating model serves as the organisational blueprint that translates strategic vision into actionable structures, accountabilities, and processes, enabling teams to work cohesively toward shared objectives while optimising resource allocation and decision-making capabilities.