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As UK university leaders take stock of market and compliance challenges in international higher education this autumn, finding the way to balance all priorities requires bravery and dexterity. Many leaders, executives and directors have experienced the largest change to global market and admissions priorities in the last few months.

UK universities would benefit from considering Asia more than just a recruitment market, both today and into tomorrow. It is increasingly a destination in its own right – and a place where international education no longer requires a ‘cross-regional’ overseas move.

UK higher education has rarely faced so many pressures at once. Income is squeezed, costs keep rising, and the student market is shifting under institutions' feet. In this climate, the academic portfolio, meaning the range of courses a university chooses to offer, has moved from a quiet planning exercise to one of the most important strategic decisions a leadership team can make.

When a cyber incident occurs, the challenge is rarely a lack of technology. More often, it is a lack of visibility, clarity or understanding of where responsibility sits, how risk is being managed and whether the organisation's existing security capability is genuinely aligned to its threat landscape.

As academic innovators, there are many belief systems feeding into our vision of tomorrow, particularly in relation to artificial intelligence and what the future of work may look like in five or ten years. But regardless of which side of that debate you sit on, there are some necessities within preparing for careers in the creative industries that make it fundamentally different to other sectors.

As welcome week rolls out across the university sector, young adults begin their dream with trepidation and a good slice of ‘imposter syndrome’. Belonging is built, in this initial phase of arriving at an institution and let’s not forget those beginning at branch campuses and far-flung locations…

The IIM Client Roundtable brings together a panel of multidisciplinary interims and the client, pro bono to consider live situational contexts and potential areas to scope in a confidential boardroom setting.

A recent HEPI article questions whether Graduate Outcomes data tells the full story of a university's success. Graduate Outcomes say much less about the experiences that helped them get there...

While summer holidays offer pause for thought, there may be reasons to be optimistic for the UK economy this August. Could business confidence be returning? Might leaders be able to align recent positive storytelling with intelligent investments in higher education?

The job pyramid may be changing, becoming effectively narrower at its base with fewer entry level jobs available, seemingly due to investment shortages and attempts to streamline infrastructure through AI adoption. I have not been immune to this struggle as a recent graduate myself.

As we enter into the throes of the September enrolment cycle, a HEPI article cuts through the noise. It reminds us that the next university intake (applying from September) has experienced the majority, if not entirety, of their secondary school education alongside AI.

How will digital education transform learners lives next? Should we call for a radical solution given geographic and demographic constraints in higher education today.

Today, the critical importance (both economically and politically) of welcoming TNE into global strategic development is evident. Whilst geopolitical disruption could deter some, now might be time to think more about regional capability enhancement, skills gaps and in-country or online delivery.

Now that the Office for Students’ (OfS) New and Full DAPs assessment process has been in place for some time and the first reports published, it is worth considering what lessons can be learned...

For those in search of improving their higher education institution’s baseline position, pursuing excellent quality can feel like a never-ending list of tasks to improve, manage or enhance.

As the NSS is published and a flurry of quality results arrive too, PVCs, Registrars and Executive Deans alike look to strengthen their quality oversight responsibilities. Reflect upon conditions rolling out from the Office for Students recently.

Increasingly DVCs, COOs and CFOs recognise this challenge, and are redesigning their operating system fundamentals to utilise business disruption as opportunity.

As the academic year comes to a close, Vice Chancellors, CEOs and Founders of UKHE begin reflecting; how to spot potential blind spots and turn problems into opportunities to thrive in the next year.

It was exciting to bring their newly-established School of Continuing Education to fruition, supporting Roehampton Education Services in set up, launch and scale up phases.

Universities UK reveals that two in five universities are now actively open to, or considering, mergers and acquisitions. Federations, alliances, and collaborative structures are also gaining momentum, as discussed by Wonkhe earlier this academic year, with 65% of institutions now exploring these models.