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.

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.

Space to Lead was a 12-month coaching pilot, offered at no cost to participating universities. Upon conclusion, 11 participants have received 115 hours of free coaching from Strive Higher.

The conversation reaffirmed something many of us feel instinctively: the old language of 'students as customers' simply doesn’t capture the depth, complexity, or potential of the student–university relationship. Yes, the consumer-rights framing sharpened standards and transparency, but as Jo noted, it has always felt a bit clunky, and it doesn’t speak to the personal transformation at the heart of higher education. Learning isn’t a transaction; it’s a developmental, human par

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 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. 

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.

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.

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

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’.