What are the Enablers for Transformation?

By Dr Tim Westlake, Interim Chief Operating Officer, Middlesex University

I have worked all my career in Higher Education (HE), and for 30 years I have been in leadership roles. Without any doubt, the financial challenges that universities are now facing are unprecedented. Against this stark backdrop, there is an inevitable drive for much greater efficiency, but how do universities truly transform themselves in such challenging times without losing sight of our core mission of education, learning and research - and what are the enablers?

I joined Middlesex University in July 2024, three months after the newly appointed Vice-Chancellor, Professor Shân Wareing. I have always found it a special time when you start in a new university, they are all unique and there is so much to learn. What I recognised quickly about Middlesex is that it is anchored into its local community and that the staff have a deep commitment to the diverse student population. It was also clear to me that Middlesex was facing serious financial challenges that required proactive action to ensure the University’s financial sustainability and protect its future. Financial challenges are a clear enabler for change. Sooner or later the books need to balance, or the outcome is inevitable. However, solving that challenge alone is unlikely to lead to transformation.

If an organisation is to truly transform itself, it first needs clarity around where it is going and what success looks like. There will always be conflicting priorities so an agreed vision and strategy are critical in transformation. Universities have no shortage of ideas, but these need to be challenged to ensure limited resources are targeted effectively. Top of the to-do list at Middlesex was a refresh of its strategy that clarified the University’s purpose, vision and strategic priorities.

Now everyone at Middlesex is clear that our purpose is to educate, create and share knowledge as set out in the updated Strategy. Our vision is to transform the outcomes and futures for individual students and for the communities in which we are embedded. The University’s strategic priorities are to be the higher education of choice for students and employers in the communities and regions where we operate and for our three campuses to be anchor institutions in our local regions. This means being embedded in the local regions where our campuses operate.

Another key enabler for transformation is the ability to work at pace and as a team. When Professor Wareing took up her post, the University Executive Team was made up predominantly of interim team members. There has been a particular focus on building a strong and, where possible, permanent team who are committed to delivering the refreshed Strategy. To make effective decisions at pace, we must have quality data that is trusted by decision-makers. From my experience, universities debate endlessly about the flaws in the data, however small, rather than responding to what it is telling them. While it sounds obvious, a key enabler is having an Executive team which is willing to take action in response to the data – if it shows you are running a significant deficit and your student applications are down, you need to take immediate action.

Change programmes are often painful journeys for universities, and transparent, open and regular communication is essential to transform to a more resilient and sustainable future. Being honest is critical because colleagues must feel that they can trust the Executive but also have their own influence on the change. Even if the journey is difficult, staff need to have confidence in the transformation that is happening or going to happen, so communication is critical to bring the University along with the Executive. This involves finding the right balance between delivering tough messages and communicating why action is needed to create a brighter and more sustainable future for all.

Good communication also includes celebrating success. People often choose to work at universities for a social good and to make a difference. It’s a privilege to lead and work in a university and be surrounded by experts in their field undertaking research that can change the world. Or to be among a community of educators who are teaching students who are going to be the nurses, teachers, lawyers, scientists and entrepreneurs of tomorrow. Or to meet the emerging artists who are going to win future Brit Awards, or have their designs showcased on the catwalk or their films winning BAFTAs. It’s important to applaud the amazing work that is being achieved.

No-one experiences change and transformation in the same way and many find it painful. This means support for staff during the process is essential. At Middlesex we have had comprehensive support in place from the get-go and this includes mentoring, career change sessions and confidential one-to-one drop-in sessions. We have invested in supporting our staff during this process because it is the right thing to do and demonstrates the values that are embedded within our culture.

My final piece of advice for anyone embarking on a transformation programme is to expect the unexpected! The enablers set out above can make the difference between a smooth transformation and one beset with obstacles, but the unexpected will happen. What is critical is that your plan and those who are implementing it are able and willing to adapt.