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.

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.

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

A student's sense of belonging is intrinsically linked to their student experience. It is well established that engagement, surroundings, and personal space are key facets of fostering student belonging.

Organisations with clearly defined job roles and job families are better placed to ensure they have the right people, doing the right things

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.