SCO: Evolving Our Approach to Change

Alignment to PS ambitions:

Introduction

Over the past couple of years, the Strategic Change Office (SCO) has been working to make our approach to change at the university more inclusive, practical, and supportive. Staff told us that existing processes often felt disconnected from the work on the ground and were too burdensome, creating more paperwork and meetings than meaningful progress.

In response, we’ve prioritised listening, involving colleagues earlier, and simplifying where possible. By focusing on collaboration, and removing unnecessary hurdles, we’re hoping to  create an environment where people feel more confident, valued, and better able to engage with change in a way that works for them.

How have we approached this and what have we delivered

To support this shift, we’ve focused on practical changes. We’ve simplified governance, reduced paperwork, and stepped back from processes that slowed things down without adding value. At the same time, we’ve strengthened leadership, created space for continuous improvement, and made sure we have better oversight of how much change is happening across the university.

Our aim is to make change feel manageable and purposeful, something people are part of, not something that happens to them. We want colleagues to feel equipped, supported, and able to shape the future with us. Changes which we’ve made include:

1. We have recruited a Head of Change Management to provide strong leadership and ensure a consistent, professionalised approach to managing change.

1. We have removed governance gateways, moving away from rigid checkpoints and towards a more dynamic, trust-based approach that empowers teams.​
2.  We have removed governance layers, including multiple sub-groups and oversight bodies to streamline decision-making and reduce unnecessary complexity.
3. We have developed a Continuous Improvement (CI) team to embed a culture of ongoing enhancement and empower staff to drive improvements that make the university “just work”. For more information on the CI team and support please see here.
4. We have vastly reduced paperwork requirements to minimise administrative burden and enable teams to focus on activity that really matters.
5. We have developed a “change load” view to improve visibility of where and when changes are landing to better support colleagues understand what changes will be taking place and when, for who.
6. We have stopped programmes that lacked clear structure or alignment in order to focus resources on activity which clearer value, and higher likelihood of success.

90 Day Leadership Programme

The SCO leadership team is actively partnering with the People Directorate through their 90 Day Leadership Programme. This initiative provides space for leadership teams to reflect on how they work together and strengthen their collective impact. Although we are early in the process, the SCO team is fully committed to using this opportunity to align our leadership, simplify our ways of working, and deepen meaningful engagement across the university.

Conclusions and Future plans

Over the past two years, the SCO has taken significant steps to transform how we approach change at the university. By listening more closely to colleagues, simplifying processes, and fostering a culture of collaboration, we’ve laid the groundwork for a more inclusive and effective way of working. These changes aim to make change feel purposeful and manageable, empowering staff to shape the future together.

As we continue to improve, we’re excited about the opportunities ahead and remain committed to creating a supportive environment where everyone can confidently engage with change.

What’s next?

Following our strategic review, we’ll provide more detailed updates about the progress we’re making and additional changes we plan to implement.

For further information, please contact: 

• Tom Pattinson - Director of Transformation, Strategic Change Office.