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.

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.

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 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.

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.

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.