There’s a transition happening. Whichever university you work in, I guarantee in some part of the institution there is a transition underway. And with this shift, something else is evolving – the perception of interim management. Where once it was seen as a reactive solution, a temporary patch for a leadership gap, it is now being redefined as a powerful strategic tool to navigate change.
I’ve met with three Vice Chancellors this month to chew the fat. Good old fashioned, face to face campus meetings. Each one is at a different stage of their journey, some at the start, exploring options, others deep in the work, making tough decisions. But they all have one thing in common: they are reimagining professional services.
The pressures they face are familiar – financial constraints, evolving student needs, and the increasing demand for operational efficiency. Universities are no longer just tweaking systems; many are fundamentally rethinking how their professional services function, aiming for smarter, more sustainable ways to align skills and capacity with their strategic ambitions.
A recurring theme in these discussions is the shifting perception of interim management. The term means different things to different people. Some see it as a temporary fix, while others recognise its potential as a strategic enabler of change. This is where the term Transition Leadership comes in. Positions that are still time bound, but unquestionably part of the workforce, moving institutions towards their goals – providing the expertise, momentum, and the structured approach needed to ensure meaningful progress is made and sustained beyond their tenure.
Of course, there is still a clear need for critical gap-filling, and this remains a key function of interim management. However, the space between gap fill and consultancy is increasingly being recognised as Transition Leadership – a more premeditated, strategic, forward-focused approach to embedding change and strengthening institutional capability.
I’ve discussed this concept a lot this month, a role that goes beyond merely filling a gap and instead focuses on guiding institutions through pivotal shifts. Transition Leaders bring fresh perspectives, expertise, and targeted interventions to help universities navigate change effectively, in the same way that interim managers do but without the mixed perception of the term.
The other key difference? A Transition Leader or team isn’t a crisis purchase; they are factored into the workforce plan, embedded into the strategy from the outset, and positioned to deliver long-term success. They work alongside teams, co-creating solutions that are not only sustainable but also embedded within the institution’s culture. By reframing interim management in this way, we move the narrative from short-term crisis response to proactive, structured transitions that align with long-term strategic goals.
Professor Sir Steve West, Vice-Chancellor of UWE, articulated this well, in a recent podcast by Universities UK and Advance HE, stating, “To be authentic, you have to admit when things aren’t working and build the team that will make sure mistakes aren’t repeated.” This speaks directly to the evolving role of Transition Leaders – individuals who bring fresh insights and structured interventions to help institutions navigate complex change effectively.
Is this a more cohesive and proactive approach to filling the skills gap?
When universities approach transition leadership as a strategic investment rather than a reactive fix, they unlock significant benefits:
- Faster outcomes with less disruption – Transition teams are focused on delivering impact from day one, reducing the risk of stalled initiatives.
- Knowledge transfer and capacity building – Rather than just filling a role, transition leaders upskill teams and leave behind a stronger foundation for future success.
- A bespoke, flexible approach – Universities can bring in the right skills at the right time, ensuring interventions are tailored to their unique challenges and ambitions.
By integrating transition leadership into their workforce strategy, universities can ensure they have the right expertise at the right time, driving long-term success and resilience.
A mindset shift
Reframing the role of interim management in times of change supports universities to fully realise the benefits of external expertise. By positioning these professionals as Transition Leaders, institutions can move beyond the outdated notion of interim being merely a ‘gap-fill’ solution and instead embrace the proactive, high-impact role that expert external talent can play in shaping the future of Higher Education.
The opportunity lies in recognising that change doesn’t have to be disruptive or daunting—it can be a positive transition to a more productive, agile, and sustainable way of working. And with the right transition leader or transition team in place, universities can ensure they are not just responding to challenges but actively shaping their own futures.
Claire has supported the public sector for over 20 years, providing interim and consultancy solutions to universities, housing associations, local authorities and the NHS. Her speciality is connecting her clients with flexible talent that can help deliver sustainable change, shaping organisations for the future and improving financial and operational outcomes. Claire has built an impressive track record with public sector leaders and helped many organisations identify the right solution in time-critical situations.
If your university is undergoing change and you’re exploring ways to navigate it effectively, contact Claire for a confidential conversation about your challenges and share insights on how Transition Leadership can provide the support you need. You can email her at claire.lauder@andersonquigley.com or connect with her on LinkedIn.
