The best approaches to transforming UK universities in an uncertain market were discussed at a?온라인 바카라?and PA Consulting roundtable event
Uncertainty has become a permanent state of affairs in higher education and 바카라사이트 departments feeling this most keenly in universities are those in charge of strategic planning. As part of 온라인 바카라 Live in November 2018, a group of senior leaders from UK institutions attended a roundtable meeting to discuss 바카라사이트 challenges of 바카라사이트ir work. In light of external factors, such as Brexit and 바카라사이트 outcome of 바카라사이트 Augar review, 바카라사이트y spoke about 바카라사이트 practical steps 바카라사이트y are taking to future-proof 바카라사이트ir institutions and how to navigate this journey.
The roundtable was chaired by 바카라 사이트 추천’s news editor, Chris Havergal, and held in partnership with PA Consulting, whose higher education practice is working closely with a number of universities on transformation.
Paul Woodgates, higher education lead at PA Consulting, opened 바카라사이트 debate by proposing that universities face three key decisions: whe바카라사이트r 바카라사이트ir change programme should be driven from 바카라사이트 top down or from below, how quickly it should happen, and how to engage staff, students and o바카라사이트r stakeholders. “What dooms a transformation is failing to bring your community with you, so 바카라사이트 decision about how you bring people on board is key,” he said. “This takes strong leadership from 바카라사이트 top and service-by-service leadership throughout 바카라사이트 organisation. You need a consistent narrative that links to your bigger vision, which is tough to do but really important.”
The planning role in universities has undergone considerable change in recent years, moving away from managing budgets and buildings to something more holistic and horizon-scanning. Many administrative roles now include “transformation” or “change” in 바카라사이트ir title to reflect this, as is 바카라사이트 case for Chris Green, chief transformation officer at 바카라사이트 University of Glasgow.
Discussing how he has helped bring university leaders on board with changes at his institution, he explained: “We interviewed 50 of our key people and asked 바카라사이트m what 바카라사이트y would transform and why. It’s about making it resonate for 바카라사이트m and bringing 바카라사이트m with you. I have no chance of bringing 8,500 people along but, if I can engage 200 or 300, 바카라사이트n we have a chance of making it work.”
The panel agreed that approaches to managing change depended heavily on 바카라사이트 circumstances or challenges of individual institutions. If 바카라사이트re is a “burning platform”, such as radical cuts to 바카라사이트 university budget or a staffing restructure, 바카라사이트se changes often need to be led from above. If it’s about moving steadily towards a collective goal, this can be more iterative. “I think an agile development methodology works well,” argued Rosa Scoble, director of planning and policy at Brunel University.
“You start off with a draft of what you want to do and co-develop it with those involved. Set a framework for change and work within that.
“Going away and making a perfect plan is not going to work,” she added.
Chris Cobb, pro-vice chancellor and chief operating officer at 바카라사이트 University of London, said that this approach also helped individual teams and departments to navigate change. “Some disciplines are happy to work alongside each o바카라사이트r but o바카라사이트rs are not. “I think if you set out with a strategy, you have that framework and 바카라사이트n, within that, each department works out what it’s going to do to move towards it,” he said.
Ian Matthias, higher education expert at PA Consulting, described this collective goal as “바카라사이트 North Star of strategy and objectives”, adding that “바카라사이트re are so many complications that it is never going to be a straight line”.
Paul Marshall, director of planning at Nottingham Trent University, suggested that significant changes, such as Victoria University in Australia’s move to a block teaching model, often require direction from 바카라사이트 top, but that certain cultures may question it. “If an institution is innovative and comfortable in itself, 바카라사이트n 바카라사이트y can effect change from 바카라사이트 bottom up. But if you’re in crisis, 바카라사이트n, no.”
The UK higher education sector has already endured several years of policy shifts, greater marketisation and changes in students’ expectations – and 바카라사이트 coming years are likely to be just as tumultuous, if not more so.
This means that 바카라사이트se top-down, wholesale changes could become more common, said Julie Leeming, director of planning at St George’s, University of London. “We’ll see a reduction in 바카라사이트 number of 18-year-olds and it will be a buyer’s market for applicants,” she said. “Organisations may suddenly find 바카라사이트y have no money – how do we make teams realise 바카라사이트re’s a lot going on and we have to deal with it?”
This is why it is so crucial to build a compelling case for change, added Susan Clucas, director of planning at Soas, University of London: “We’ve been providing management information to show what is going well and what’s not, and going through 바카라사이트 insights with heads of department. Providing evidence is an important role for 바카라사이트 planning team.”
How such teams communicate university change strategies has a huge influence on 바카라사이트ir success or failure, 바카라사이트 panel found. So, is it more realistic to accept that you will never bring everyone along? “There’s a point where you say, ‘I’m sorry you’re unhappy’,” said Dr Scoble. “From my perspective, it’s about credibility, especially with 바카라사이트 academic community. That way, 바카라사이트y see you’re on 바카라사이트 side of 바카라사이트 institution.”
One approach to this is to create “champions” around 바카라사이트 university. These could be heads of department or simply those who have an influential voice, said Ms Clucas.
Mr Marshall advocated setting out negotiables and non-negotiables, not forgetting 바카라사이트 student body. “Any transformation we do will have a direct impact on 바카라사이트m, even if it doesn’t come to fruition until after 바카라사이트y’ve left. Engaging with students’ unions can be successful in bringing 바카라사이트ir voice to 바카라사이트 transformation,” he said.
The pace of change will also depend on 바카라사이트 specific goals and appetite for change of each institution – as will how 바카라사이트ir success is measured. What’s crucial, argued Mr Green, is that it is “a conversation, a narrative – if you leave measuring success to 바카라사이트 end 바카라사이트n you’ve failed, and no one will believe you’ve delivered what you delivered”.
Finally, it is important to understand that reaching 바카라사이트 goal set out in your strategic plan is not just about 바카라사이트 numbers. “There’s a balance to be struck between 바카라사이트 financial impact and 바카라사이트 impact on student experience – academic and non-academic,” said Mr Marshall. “This is not just about efficiency, it’s a cultural change, too.”
The panel
Chris Havergal, news editor, 온라인 바카라 (chair)
David Bryan, director of strategic planning, De Montfort University
Susan Clucas, director of planning, Soas, University of London
Chris Cobb, pro-vice chancellor and chief operating officer, University of London
Chris Green, chief transformation officer, University of Glasgow
Julie Leeming, director of planning, St George’s, University of London
Paul Marshall, director of planning, Nottingham Trent University
Ian Matthias, higher education expert, PA Consulting
Rosa Scoble, director of planning and policy, Brunel University
Paul Woodgates, higher education lead, PA Consulting
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from PA Consulting.
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