For those who were not able to join a particular table, here’s a peek at what we talked about.
Transnational Education
The TNE conversation was pragmatic but noticeably grounded in values. Income diversification, managing volatility in onshore recruitment, and strengthening global footprint are all very real drivers. But again and again the discussion came back to purpose. Why are we doing this, and how does it reflect who we are as institutions?
There was strong agreement that TNE has to align with institutional identity. Different markets require different approaches, and programmes cannot simply be lifted and shifted across borders. Compliance and regulatory environments shape ambition more than many initial business cases assume. At the same time, several colleagues made the point that if you wait for perfect certainty, you will never act. The shared view was to be clear about non-negotiables, realistic about complexity, and intentional in approach. Done well, TNE is values-led and strategic, not opportunistic.
Change Leadership
This table generated one of the most energised conversations of the day. Participants reflected on leading through acute disruption and then through the sustained, cumulative change that now characterises much of the sector.
In moments of crisis, leadership is about presence. Being visible. Staying calm. Communicating honestly even when the full picture is not yet clear. As change becomes ongoing, the emphasis shifts towards care, prioritisation and sustainability.
Communication came up repeatedly. Good storytelling, clarity about the why, two-way feedback, and careful handling of difficult messages all matter. Silence creates anxiety. Listening, many felt, is still the most powerful leadership tool available.
There was also candid discussion about where leadership can unintentionally undermine wellbeing. Command and control approaches, endless consultation in search of impossible consensus, or protracted processes that leave people in limbo all take their toll. The key message was simple but powerful: how change feels is as important as what it delivers.
Target Operating Models and Service Excellence
For many institutions, this conversation felt particularly current. Colleagues spoke about restructures, voluntary severance schemes, knowledge loss and cultural fatigue. There was honesty about performance dipping during transition, but coupled with an insightful recognition that this can be a normal stage rather than a sign of failure.
Successful approaches shared some common themes: clear and practical design principles, transparency about savings and rationale, and strong governance to prevent drift back to old habits. Several participants spoke about the need to normalise “good enough” service levels rather than defaulting to unsustainable platinum delivery. Data and benchmarking help anchor decisions, but culture is often the harder challenge.
One encouraging thread was around resilience. More than one institution described regrouping after an initial attempt did not land as intended, learning from it and trying again. That willingness to reflect and adjust was seen as a strength.
Mistakes that could cost us in ten years
This was a deliberately provocative session and it didn’t disappoint, prompting some bold reflections. Slow decision-making, risk aversion and short-term thinking were recurring concerns. Participants questioned whether financial strategy is sufficiently long term, whether postgraduate growth is being scaled intelligently, and whether estates decisions are being stress-tested against different futures.
Digital investment was described in some cases as digitising existing processes rather than as an opportunity to rethink them. Workforce development was seen as focused on immediate need rather than future capability. There was also a wider conversation about sector identity and public value. How clearly are we articulating what we stand for, and how well are we listening to students, alumni and the public?
Importantly, the tone was not pessimistic. It felt more like a collective challenge to be braver, more agile and more willing to learn quickly.
From oversight to insight: Governance that powers transformation
The governance table brought the conversation firmly into the boardroom. As institutions rightsize, refocus and rebuild, the role of governance in enabling rather than constraining transformation was front and centre.
Participants highlighted the importance of clear articulation of the transformation vision, supported by focused teams and shorter lines of decision making. Governance works best when it acts as a strategic enabler rather than an additional layer of bureaucracy. Clarity of purpose, committee membership and delegated authority were recurring themes, alongside the need for the right blend of skills and diversity around the table.
There was thoughtful reflection on where governance can unintentionally hinder progress. Confused levels of decision making, committees acting as consultation forums rather than decision-making bodies, and unclear risk appetite all create drag. Building accountability into structures, rather than allowing it to diffuse across committees, was seen as essential.
The balance between risk management and agility was another strong thread. Participants spoke about the importance of being clear on delegated authority, considering risk through the lens of opportunity, and creating space to test, learn and adapt. Portfolio management, sharper use of data, and the potential role of AI in streamlining governance processes were all raised.
Culturally, trust and constructive challenge were seen as vital. Governance that supports transformation is rooted in clarity of roles, strong communication and a shared focus on outcomes. Several colleagues suggested that reviewing governance structures that are no longer fit for purpose, investing in governor training, and learning from other sectors could all strengthen impact.
A final word
Across all five tables, a few consistent themes emerged: clarity of purpose, disciplined prioritisation, strong and united leadership, effective governance, and above all trust. The tone in the room was candid but constructive. No institution has all the answers, but there was a strong appetite to keep learning together.
If you were in the room, thank you for contributing so openly. If you weren’t this time, we hope this gives you a genuine flavour of the discussion and encourages you to join us next time. The conversations are richer when more voices are around the table.
