Successfully implementing organisational strategy requires collective accountability from leadership teams during times of change.

Understanding the different types can help individuals and organisations leverage these tools effectively.

In the face of an increasing set of challenges, universities must find new ways to innovate and adapt.

Best practice examples of how digital capabilities are deployed across the higher education sector.

Viewing people strategies through the lens of civic engagement offers opportunities for universities to deepen their civic mission.

Providers are required to collect and submit data on the full range of their activities, and much of this is available as open-source data. Institutions are regulated and held to account on their basis of the data they submit. So why is it so complicated to penetrate? And how can the same data give rise to such difference of opinion? 

Many processes in universities remain localised and manual, and as such, staff may think that wholesale change must be driven by experts. But technological implementation can’t just be made in the back office and ‘rolled out’ when it is already diffused throughout our workplaces and social fabrics: it requires individuals to adapt.  

The sign off date for the first HESA Data Futures (HDF) submission has now passed. What should have been a celebration of a significant milestone in the journey towards in-year data submissions has instead seen institutions limping towards the finish line, dragging their data with them. The regulator has announced the need for an independent review of the processes. So how did we get here, and what can be done?

The student journey is marked by diverse experiences, intellectual growth, and needs. As higher education institutions face increasingly high expectations from students, the role of technology is pivotal in enhancing the educational experience and supporting students throughout their journey to have a positive outcome.

UK universities are facing an increasing set of institutional challenges – reductions in public funding, increased competition for students, ensuring the wellbeing of staff and students, attracting talented staff – so it is vital that university services transition from a siloed provision of services to an integrated model supported by strategic business partnering that enables enhanced decision-making across organisations.

Organisational culture is comprised of commonly held values, beliefs and behaviours. Taking the time to collectively articulate and embed cultural expectations can support employee engagement and well-being which, in turn, can positively impact business outcomes.