“The ultimate balancing act is to recognise that we are not an efficient sector, and for us to do the hard work – to improve our processes, systems and structures to drive out cost efficiencies while at the same time diversifying our income streams. And if that isn’t challenging enough, to take on this two-headed transformation beast while at the same time doing the day-job, keeping our universities running.”
Joel Arber, SUMS Group Chief Executive
We shaped and delivered a comprehensive target operating model design programme. This began with a performance diagnostic to identify high-potential areas to optimise cost, quality and satisfaction metrics. Then we worked with leadership teams to design principles and capabilities. The end result was articulated future states across all service areas and a plan for functional alignment.
We designed and delivered a Target Operating Model (TOM) to enhance efficiency, agility, and financial sustainability. Through diagnostics and leadership collaboration, we identified multi-million-pound savings, streamlined management structures, and improved decision-making via data and automation. The University is now implementing these proposals as part of its wider transformation agenda.
SUMS provided impactful, cross-institutional insight to inform the future of professional services. We analysed the strengths, deficits and costs of their existing provision and made evidence-based recommendations for operating model reform.
SUMS consultants supported the university during the transition period of the merger of the existing School of Management and School of Economics and Finance into a new Business School. Our involvement helped to ensure business readiness for change.
Through our PVA, we identified significant non-pay savings at the University of Kent by analysing spend, benchmarking costs, and strengthening procurement capabilities. Our findings highlighted high-spend areas, a savings roadmap, and a 3:1 return on investment opportunity. The university is already acting on these insights to enhance efficiency and sustainability.
Our deep analysis of one university’s non-pay profile identified a realisable ROI of 3:1, whilst another estimated annualised ongoing saving levels averaging £1.4m. At a large modern university we identified recurrent savings opportunities of £15m per annum. Our analysis at a smaller provider set out three scenarios which offered cashable savings of £2.2-2.8m, with a potential additional £6m income per annum through more targeted activity.
SUMS conducted an analysis of the taught curriculum, providing the College with a dashboard of metrics, highlighting the complexity of the curriculum. A parallel report provided insight into the causes and symptoms of complexity on timetabling and the student experience.
We worked with the University to review its current framework, facilitating a high level of academic and professional services engagement and providing an options analysis. As a result, the University is phasing out ten-credit modules, leading to a less complex curriculum which is easier to deliver.
