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.

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.

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.

By Alice Wrigley , Consultant, and Senior Project and Engagement Coordinator / 18 February 2025 Navigating change Change, whether large or small, is disruptive and can be unsettling. For my family, a seemingly simple change to the usual Monday night dinner can cause upset and confusion! Whilst on a larger scale, organisational change presents similar reactions – familiar ways of working, relationships and systems are upended, and this can be uncomfortable and unsettling for t

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

In this article, the first in series of insights focussing on EDI, we explore common challenges facing the HE sector.

Moving to a service culture with a clearly defined service catalogue enables everyone to understand the ‘what, how, who and when’.

What does it really mean to be in the middle of a university league table?

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.

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.  

Fostering a strong sense of belonging amongst staff supports a shared sense of purpose and encourages a supportive and enabling environment. This can provide the foundation from which to build on an organisation's institutional and departmental strategic objectives.

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?

This article outlines issues relating to defining belonging, explains why belonging is important and highlights the work Strive Higher has done to foster belonging in practice.

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.