The future of governance in higher education: insights from The Big Conversation

John Rushforth and Nic Beech outline the key insights from the latest Big Conversation on how governance structures, culture and skills can enable effective decision-making.

Governance in higher education is at a crossroads. Institutions must balance tradition with innovation while navigating increasing financial pressures, regulatory complexities and shifting societal expectations. With so much at stake, how can higher education institutions’ governing bodies evolve to ensure effective decision-making, inclusivity and agility? 

As part of The Big Conversation: shaping the future of higher education, sector leaders – including CUC, UUK, GuildHE, IHE and AHUA – have been exploring what works in governance and what requires change. In our third Big Conversation session, jointly hosted with UUK, we engaged with Chairs, governors and governance professionals across the UK to examine one of the most pressing challenges: how governance structures, culture and skills can enable effective decision-making. 

This blog outlines key insights from the discussion, highlighting areas for reform, practical strategies and the evolving role of governance in higher education. 

Structure vs. Culture: the governance balancing act

One of the central themes that emerged is the delicate balance between governance structure and institutional culture. While culture is widely regarded as the foundation for effective leadership, its transformation is slow and often complex. Many institutions, therefore, focus on refining structures and processes to drive efficiency and accountability. 

Yet, governance is more than compliance and procedural rigour – it must also foster inclusivity and engagement. Small, meaningful changes can create a more open and collaborative environment; enablers might include: 

• hosting in-person meetings with interactive seating arrangements
• using multiple small tables rather than a single large one to encourage dialogue
• incorporating informal networking opportunities, such as coffee breaks, to improve accessibility and student participation.

With respect to behaviours and creating better governance outcomes, we heard of an appetite for a more proactive governing body that might input more into the agenda and discussions/debate about decisions. Boards could ask themselves, are we accepting a culture of scrutinising what is put in front of us, or are we changing the culture and shaping the agenda? 

A key role in this cultural shift belongs to the institution’s secretary, who supports the Chair in nurturing relationships that underpin a cohesive governance framework and facilitates building trust between the governing body and executive. 

The size & scope debate: what makes a governing body effective?

Governance structures vary widely across institutions, and there is ongoing debate about the ideal size and composition of governing bodies. While larger boards provide diverse perspectives, they can also slow decision-making in fast-moving environments. Conversely, smaller, agile boards may respond swiftly to challenges but risk missing the breadth of expertise needed for robust strategic oversight. 

Participants agreed that external scrutiny is essential – governing bodies do not need to micromanage every operational detail but must maintain a strategic lens. To improve efficiency, institutions might consider: 

• streamlining committees and delegating to them, to allow for focused, high-level decision-making by the governing body
• ensuring regulatory and policy work is handled separately so board meetings remain strategy focused.
• balancing speed with quality – fast decision-making must still be well-reasoned and evidence-based
• focusing on diversity rather than size per se, being big enough to incorporate different voices, backgrounds and experiences but not bigger than necessary.

Ultimately, governance must evolve to reflect institutional contexts, ensuring responsiveness, relevant and timely information and rigorous oversight.  

Unlocking expertise: boards as strategic partners

The board members’ wealth of expertise is a significant underutilised asset in many governing bodies. Some executives hesitate to fully engage with governing bodies, fearing interference, while others recognise that governors offer invaluable insights. 

However, expectations of boards have changed – and will continue to evolve. The skills required today go beyond traditional oversight; governance now demands strong data analysis and interpretation skills, coupled with creativity, experience of coping with limited resources, and the ability to engage with diverse stakeholders. Our ‘big conversation’ explored the idea that it might be time for a new approach to board recruitment and induction, ensuring governing bodies are equipped for the realities of modern higher education. 

Moreover, governance itself requires reorientation. Institutions must shift their focus from paperwork-heavy formalities to experiential learning, ensuring board members gain deeper insights into the possibilities for higher education. This means moving beyond the boardroom, encouraging governing bodies and executives to actively engage with the institution and the communities it serves. By fostering stronger connections with students, academics and local partners, boards can develop more informed, agile decision-making frameworks grounded in institutional needs. 

A more proportionate and risk-based approach to compliance can improve board engagement, allowing time for strategy rather than procedural formalities. Strategies to maximise board expertise include: 

• encouraging advisory and mentoring roles for lay members
• ensuring executives facilitate meaningful dialogue with boards rather than passive reporting
• using skills audits to identify gaps and bring in external expertise when necessary
• mentor or buddy relationships between board members and student representatives
• always prioritising student voice as an item on agendas.

Governors need to understand institutional contexts to be effective partners, fostering a collaborative governance environment rather than a reactive one.  

The evolution of governance: what comes next?

One message was clear throughout the discussion: governance cannot remain static. Higher education faces unprecedented challenges, from financial pressures to evolving risk and opportunity and increased scrutiny from regulatory bodies. Governing bodies must proactively drive institutional agendas rather than merely responding to emerging issues. 

Reform will look different for every institution. Some may require radical restructuring, while others will succeed through incremental evolution. Agility remains a priority – governing bodies must be prepared to act decisively in an unstable and shifting landscape while ensuring regulatory compliance and strategic vision. 

Moving forward, The Big Conversation continues to engage sector leaders, governance professionals and policymakers in shaping the future of higher education. With governance firmly in the spotlight, now is the time to reimagine decision-making structures and leadership strategies to ensure higher education institutions remain resilient, innovative and purpose-driven.  

Final thoughts

The discussion underscored a shared commitment to governance reform, but it also highlighted gaps in robust evidence on what strategies work best. While priorities vary across institutions, one key takeaway is that governance must evolve alongside the complexities of higher education. 

There is no one-size-fits-all solution, and governing bodies must tailor approaches to their unique contexts. By embracing agility, fostering inclusive cultures and strategically utilising expertise, higher education institutions can strengthen governance frameworks to navigate future challenges. 

Let’s keep the conversation going – higher education leadership must continue to drive meaningful governance transformation to ensure institutions remain adaptive, resilient and forward-thinking.