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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.

Organisational change, while often challenging, provides a unique opportunity to reassess and enhance culture, behaviours, and ways of working. Change initiatives allow leaders to address longstanding challenges, improve governance structures, and create a shared vision that both engages and energises staff. When approached thoughtfully, change can drive long-term improvements that strengthen both the organisation and its people.

Of late, I find myself increasingly reflecting on the importance of empathy in everything we do. We live in an ever-changing world with ever increasing expectations, opportunities, noise and threat. I keep coming back to the urgent need for empathy to be baked into our service design and delivery, into how we deliver change and into our leadership styles and how, in these times, we need to lean into this as much as possible.

Developing a robust strategy is crucial during major institutional change to ensure a clear direction and cohesive vision. It allows organisations to align goals, resources, and efforts effectively. Engaging all stakeholders in the strategy development process is essential, enabling diverse perspectives to be considered, fostering a sense of ownership and commitment to shared goals.

Taking the time to collectively articulate and embed shared values, beliefs and behaviours can positively impact business outcomes.

The obsession for benchmarking in higher education is all about what everyone else is doing, and whether we are doing the same.

Comprehensive and accessible disability services are essential to remove barriers and support diverse needs throughout the student journey.

Change is challenging to navigate for everyone involved, but change also presents opportunities. Ultimately, embracing change is about finding balance between the discomfort it brings and the opportunities it presents.

The process of collating and submitting data regulatory returns is not unlike a Traitors Round Table.

Ensuring accessibility in online workshops demands the same focus on participant experience as in-person sessions.