2 July 2025
AI has quickly moved from a side issue to a central strategic concern in higher education. What began as a conversation about academic integrity is now a whole-institution question about how we run universities, teach students, and lead teams through rapid change. It is not just about opportunity; it is also about regulatory responsibility. The Office for Students (OfS) has issued clear expectations that universities must manage the risks of AI to academic integrity, assessment fairness, and student outcomes. The message is clear: innovation must not come at the cost of quality or trust.
Behind the scenes, AI is already transforming how universities operate – from automated enrolment workflows to predictive analytics for student success – but this raises governance questions, too. Who owns the AI strategy? Are systems explainable and ethical? Do we have the right skills at the executive level?
At AQ, we are increasingly seeing Search Committees prioritising CIOs, COOs, and even VCs, who can turn AI from a tech solution into a cross-institutional capability, aligned with both opportunity and regulation.
Generative AI is also reshaping the academic landscape. Students are using generative tools, whether or not policies have caught up. The OfS has warned that over-reliance on AI for assessment could undermine learning outcomes and public confidence.
In response, we’re seeing a bit of a rethink in academic leadership roles. PVC Education briefs now tend to include:
In short, academic leaders are expected to build assurance into their AI strategy, not just creativity, and the OfS has made three things clear:
This means AI cannot be treated as a bolt-on. It must be embedded in governance structures, risk frameworks, and quality assurance processes.
What does this mean for today’s leaders?
In today’s rapidly evolving landscape, senior leaders must possess a unique combination of skills to navigate the complexities of their roles effectively. At the forefront of these skills is digital fluency, enabling them to harness technology’s potential and leverage data-driven insights for informed decision-making.
Alongside this, leaders must also have a keen awareness of the risks associated with digital transformation – understanding potential pitfalls and challenges is crucial to safeguarding organisations.
In addition, sector credibility plays a significant role in a leader’s success. Being recognised as an authority within their field fosters trust and confidence among stakeholders. This credibility is further enhanced through adept stakeholder diplomacy, which is an essential trait that allows leaders to build strong relationships and communicate effectively with diverse groups. Balancing these elements creates a formidable leader who can guide their organisation through the intricacies of modern challenges while seizing new opportunities for growth and innovation.
It’s also pushing Search Committees and University Boards to look more widely for leaders who can reconcile innovation and accountability in the public interest, and we are seeing a move towards some new skills and experience.
How is the role of digital leaders changing?
The role of digital leaders has become increasingly vital and far more strategic; these individuals are no longer limited to being CIOs with expertise focused on systems and infrastructure; they are executive-level influencers who possess the vision and strategy to seamlessly integrate artificial intelligence across their institutions. Their ability to foresee the transformative potential of AI positions them as key figures in shaping the future of education and organisational effectiveness.
Complementing this vision are pedagogical innovators, particularly Pro Vice Chancellors, who appreciate both the immense opportunities that AI presents and the regulatory boundaries set by the Office for Students and professional bodies. These leaders navigate the complex interplay between innovation and compliance, ensuring that the integration of AI into educational practices remains both impactful and responsible.
We’re currently supporting City St. George’s University to recruit a team of digital champions with a compelling brief: to appoint individuals who will deliver new digital learning resources, act as digital influencers across the School, and play a similar role at university level. The individuals we’ve met through this process have been fascinating to interview. Many speak candidly about supporting colleagues through what they describe as “AI guilt” — a hesitance or discomfort around the use of AI in teaching — while also showing real enthusiasm for the possibilities it brings.
Where are the skills coming from?
We have also noticed and encouraged a growing recognition of the value of cross-sector talent. Leaders who have developed their careers in diverse fields such as EdTech, local and central government, media, and healthcare can bring fresh perspectives and insights shaped by their experiences in industries where AI is already being fully embraced and regulated. Their instinct for compliance-conscious innovation enriches the educational landscape, fostering collaboration and knowledge exchange.
The power of good communication skills
In an era characterised by heightened public scrutiny, strong communicators and ethical leaders are becoming increasingly significant. Those who possess the skills to explain and engage stakeholders, while aligning internal practices with external trust are rising in value.
Their ability to navigate the complexities of public perception while fostering a culture of transparency and accountability is crucial for fostering confidence in the implementation of AI technologies. Together, these leaders are defining the future of education in an age where technology and ethics must go hand in hand.
The time to be decisive on AI is now
Too many universities are still treating AI as either a threat or a technical problem. But the reality is far more nuanced. The future belongs to institutions that can:
As search partners, our role is to help universities find those leaders and support governing bodies to rethink what AI readiness really looks like at the top. If you are looking to reshape the senior leadership of your institution, we would be happy to arrange a conversation to discuss your needs further.
With a diverse 30-year career, Kiersten has held senior positions across multi-national private, public and voluntary sector organisations, including higher education, where she managed portfolios in marketing, student recruitment, program development, and international engagement, at Faculty level. Her extensive experience gives her unique insights into the challenges facing higher education institutions and their leadership.
Kiersten joined the Anderson Quigley team in 2022, bringing over five years of experience and a strong track record in senior academic and professional service roles. Known for winning work through recommendations, she specialises in supporting her clients with complex institutional recruitment campaigns, and she excels at managing multi-role placements. She has successfully and carefully placed numerous senior candidates, in the last eight years, and her support for both clients and candidates is recognised as sector-leading.
You can connect with Kiersten on LinkedIn or email her at kiersten.avery@andersonquigley.com
