Making the leap: A powerhouse of innovation<\/b><\/p>\n
Throughout the strategy development process, one question kept coming back: what exactly do we mean by innovation? It\u2019s a deceptively simple question. Innovation is a word that gets used in many ways by different people \u2013 and without definition risks becoming just another meaningless buzzword.<\/p>\n
We heard very clearly from our community that innovation at Manchester must reflect who we are and what we value, not just copy a narrow, tech-only definition from elsewhere. So, we\u2019ve shaped a definition rooted in what our people told us matters and what we know can positively impact the world around us.<\/p>\n
Defining innovation at Manchester<\/b><\/p>\n
From Manchester for the world<\/i> defines innovation as the process of making things better through new ideas, new ways, and new things. Yes, that includes developing and commercialising new technology \u2013 but it also spans a much broader set of activities that enable people to flourish and society to progress. It includes the work we do with companies, social enterprises, governments and other partners to develop, test and adopt new products, services and processes. It includes the work we do with communities to co-design new initiatives, how we drive system-wide improvements in public services and our health system, and how we support people in work to upskill to access new opportunities. And, critically, it encompasses how we unlock the full potential of our students to be the innovation-savvy entrepreneurs and workforce of the future.<\/p>\n
Innovation at Manchester will take a whole-ecosystem approach, grounded in the understanding that it is not a linear process, and that the University\u2019s success is closely tied to the strength of the region we are part of. Innovation happens when academics, professional services colleagues and students collaborate with our rich network of start-ups, scale-ups, large corporates, investors, alumni, governments, third-sector organisations, public services and other partners to develop and scale ideas that solve real-world problems and create real change across society and the economy.<\/p>\n
Finally, central to our definition of innovation is that it must be inclusive. That means promoting innovation that benefits people and the planet: creating better jobs, supporting sustainable economic growth, improving healthcare and public services, and contributing to a richer and more vibrant cultural sector. In other words, innovation that makes a positive difference to people\u2019s lives – here in Manchester and around the world.<\/p>\n
![\"\"](\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/12\/Leap-innovation2-300x169.jpg\")
<\/a>From Manchester for the world, our new University strategy to 2035 has five leaps \u2013 bold choices where we\u2019ll go further and faster to become the university the future demands. We challenged our students to explain each in just one minute. Can they beat the clock?<\/p><\/div>\n
From Manchester for the world, our new University strategy to 2035 has five leaps \u2013 bold choices where we\u2019ll go further and faster to become the university the future demands. We challenged our students to explain each in just one minute. Can they beat the clock?<\/p>\n
Rooted in purpose<\/b><\/p>\n
The second most common question we heard through the strategy process was: why should the University focus on innovation? In a world of stretched resources, why does it matter? It\u2019s a fair question and it deserves a clear answer.<\/p>\n
There are five key reasons. First, innovation is a powerful route to impact, accelerating our ideas into real-world application at scale. Second, it drives revenue into the University, through spinouts, licensing, industry partnerships, leveraging public R&D funding and philanthropy, enabling us to do more of the work we care about. Third, it is central to our social licence to operate:\u00a0it is increasingly clear that Government expects universities to drive growth, and innovation is the most direct way we do this. Fourth, innovation enriches the student experience by providing opportunities to gain new skills and real-world experience.<\/p>\n
The fifth, and perhaps the most important reason to focus on innovation is also the simplest. It is what we were set up to do: as England\u2019s first civic university, we exist for the good of our city and region. This is innovation as a core purpose, not the latest fad.<\/p>\n
There is also a harder truth underneath all of this: just like any globally leading organisation, unless we innovate, we will not remain competitive. Digital technologies are disrupting every sector and shifting societal behaviours and needs, and universities now operate in an intensely competitive global market. Stand still and we risk being left behind. As someone memorably asked during the consultation: in ten years\u2019 time, do we want to be like a Netflix or a Blockbuster? Innovation at Manchester isn\u2019t\u2019 just about helping other organisations, we must innovate on ourselves too.<\/p>\n
Making it happen<\/b><\/p>\n
So, if we are clear about what we mean by innovation, and why it matters, then the obvious next question is: what will we actually do?<\/p>\n
The first thing to say is that we are already doing a lot. We have nationally leading technology transfer, business engagement, student entrepreneurship functions, and specialist innovation centres and initiatives operating across all three faculties. We are already deeply connected to our region and working in partnership to strengthen the innovation ecosystem that we are at the heart of. And we have had a headstart in making our innovation leap. For the past year we have been building a new capability \u2013 Unit M<\/a> \u2013 to align our existing innovation capabilities, and develop new ones, to support the evolving needs of staff, students, alumni, business, government and partners.<\/p>\n Our strong starting point gives confidence that our 10-year ambition \u2013 to become Europe\u2019s most inclusive and impactful innovation ecosystem \u2013 is achievable. Our approach to realise this ambition is grounded in three priorities.<\/p>\n First, we will build a thriving innovation community across the University. Innovation is a shared endeavour, and we will support students and colleagues from every discipline to collaborate, develop ideas, and build the confidence and capability to innovate, working with alumni, civic partners, mentors, funders, business leaders and community organisations to help realise this ambition. We will enable our community to thrive by developing the policies, programmes, funding, spaces and networks to make Manchester the university of choice for staff and students who want to innovate.<\/p>\n Second, we will provide clearer, faster pathways to collaborate and grow ideas. Almost everyone we spoke to \u2013 academic and professional services staff, students, alumni, businesses, government and other partners \u2013 told us the University is too hard to navigate. So, we will simplify it. We will mobilise and integrate all our innovation assets \u2013 including Unit M, The Innovation Factory<\/a>, Sister<\/a>, the Masood Entrepreneurship Centre<\/a>, and Business Engagement and Knowledge Exchange<\/a>. Unit M is our gateway to innovation, working across the University to help unlock our full range of skills and expertise for our local and global partners to turn ideas into action, and in Autumn 2026 we will open William Kay House, as a new home for innovation at the heart of campus, open to all our community. We will also join up our plans for innovation with our plans for research \u2013 including through the supercharged platforms<\/a> – and with our teaching and learning activity, for example by creating opportunities for our students in the innovation economy through Partner-Enabled Learning or meeting employers’ skills needs in new ways through Manchester Online.<\/p>\n Third, we will work in partnership to drive inclusive growth for our region. We will deepen our relationships with civic partners \u2013 including Manchester City Council, Greater Manchester Combined Authority and others \u2013 to strengthen and expand our local innovation ecosystem.\u00a0We will help create the places where innovation happens: on our own campus, in our city centre innovation district joint venture Sister, and with our partners in Sister, in the manufacturing innovation district in Atom Valley and across the wider region. At the same time, we will leverage our national and international connections to link Manchester with other leading innovation ecosystems, including through our path-breaking partnership with Cambridge. By working together, we will build the environment needed in our region to develop and adopt new ideas at pace and scale.<\/p>\n Have your say<\/b><\/p>\n The goal is for innovation to become part of everyday life at Manchester \u2013 something everyone contributes to, not something owned by a small group of specialists. Your ideas, energy and experience will help make that vision a reality.\u00a0 By signing up to the beta Unit M digital platform<\/a> today, you can get involved in our innovation network and directly influence how it evolves to best support you and our community.<\/p>\n Over the coming months, we will develop an innovation delivery plan for the University, setting out key actions for the next three years. In the spirit of innovation, we don\u2019t have all the answers yet, but we know enough to get started.\u00a0 We welcome feedback from colleagues, students and partners on the ideas, big and small, that will help us deliver our ambitions for Manchester to become a powerhouse of innovation.<\/p>\n One question to discuss:<\/span> <\/span><\/strong>How <\/span>can we all<\/span> actively contribute to building a more inclusive and impactful innovation ecosystem at Manchester?<\/span><\/span>\u00a0<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n [\/et_pb_text][et_pb_post_nav _builder_version=”3.17.6″ prev_text=”Previous” next_text=”Next” in_same_term=”off” locked=”on” \/][et_pb_comments _builder_version=”3.17.6″ custom_button=”on” button_text_color=”#ffffff” locked=”on” \/][et_pb_text admin_label=”Related posts” _builder_version=”3.17.6″ locked=”on”]<\/p>\n [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=”1_3″][et_pb_sidebar admin_label=”Subscribe” _builder_version=”3.17.6″ area=”et_pb_widget_area_3″ locked=”on” \/][et_pb_sidebar _builder_version=”3.17.6″ area=”sidebar-1″ show_border=”off” locked=”on” \/][\/et_pb_column][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Between October and December, we are running a series of Viewpoint blogs written by our University Executive to give their personal perspectives on our new strategy to 2035, play back what we heard, explain the choices we are making, and set out how we will test, learn and scale to deliver our strategy.In this piece, […]<\/p>\n","protected":false},"author":521,"featured_media":4152,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" [et_pb_section bb_built=\"1\" fullwidth=\"off\" specialty=\"on\" _builder_version=\"3.17.6\"][et_pb_column type=\"2_3\" specialty_columns=\"4\"][et_pb_row_inner admin_label=\"Row\"][et_pb_column_inner type=\"4_4\" saved_specialty_column_type=\"2_3\"][et_pb_post_title _builder_version=\"3.17.6\" featured_placement=\"above\" locked=\"on\" \/][et_pb_text _builder_version=\"3.17.6\"]<\/p> When I\u2019m out and about meeting staff I hear much debate about the why, what, when and how of change in our University. I wanted to share my thoughts on this often contentious topic \u2013 and hear your views too.<\/p> Early in 2020 we will launch our University\u2019s new vision and strategic plan \u2013 Our future. In order to fulfil Our future we need to ensure that we are in a financially sustainable position so that we have the funds to invest in the new staff, facilities and infrastructure which will be needed to bring our plans to life.<\/p> Our Financial Statements<\/a> for 2018\/19, which have been published following approval by the Board of Governors, confirm that more than 95% of our \u00a31.1bn income is spent on our core goals - on our staff and our students - to deliver research, education and social responsibility; with the remainder invested in the long term sustainability of our University. You can find a summary<\/a> of the Financial Statements on StaffNet.<\/p> However, this is a testing time for UK universities, due to the many external factors that have an impact on us - current home tuition fees are falling in real terms, whilst our costs (not just pay but non-pay too) are increasing. There are further and even greater tuition fee funding risks outlined in General Election manifestos as well as a range of Brexit-related risks that could affect our operations. The Office for Students (OfS) demands that we demonstrate both value for money for our students and our financial sustainability (in the sense of being able to invest to deliver our ambitious strategy, rather than survival). There are, of course, also ongoing unresolved national issues around pay and the continuing challenges around funding pensions in the higher education sector.<\/p> Our Financial Statements show an improved operating surplus (3.7% of income compared to \u00a324.7m (2.3%) in 2017\/18), with a rise in income from tuition fees, education contracts and research. As I mentioned earlier, we re-invest the surplus we achieve each year in activity in line with our strategy. Recently our funds have been used to create some new academic and Professional Services posts; to invest in key infrastructure including IT; to invest in some new buildings like our student accommodation at Unsworth Park; to improve the student experience by funding more full-time Residential Life staff and to upgrade a range of buildings and research and teaching spaces and resources. Increasingly it is also invested in environmental sustainability and meeting our ambitious carbon targets. So even when we are making difficult decisions in some parts of the University we continue to invest our surplus.<\/p> Whilst we have reported an operating surplus, our Board of Governors expects us to deliver a much larger surplus than this (at least 5%) if we are to be sustainable in the long-term. Our strategic change programme (including IT Modernisation<\/a>, the Student Experience Programme<\/a>, and the Research Lifecycle Programme<\/a>), alongside our continuous improvement plans, will ensure that we create the financial headroom to invest in people and facilities. The strategic change programme will also enable us to embrace new technologies and new ways of doing things that better support all our staff and students to be the best that they can be.<\/p> Yes, this means that some individual roles will change. New roles (some that we haven\u2019t yet identified) will be created and some roles will no longer be required. I appreciate that this will cause some uncertainty and where that is the case we will do everything we can to support staff, but the alternative is that we never change anything. If we fail to take advantage of advances in technology and develop more joined-up ways of working we will ultimately find ourselves outdated in the eyes of future students, funders and other stakeholders. Staff want to work for a progressive and successful institution, of which they can be proud. This means we cannot stand still.<\/p> When I talk to staff and students I often hear their frustrations about how difficult it be can be to get some straightforward things done, grappling with paper-based, manual and repetitive processes, on outdated systems and infrastructure, all of which serves to increase staff workloads. Everyone wants to do a good job, but regularly feel that our world-class status is earned in spite of our internal systems and processes, not because of them.<\/p> To deliver our new vision and strategic plan we will need to embrace new opportunities and face challenges with courage and determination. That will sometimes mean we have to make tough decisions and no-one is claiming it will be easy or that mistakes will not be made along the way. But where we do have tough choices to make we will commit to implementing changes fairly and with compassion to support the wellbeing of all our colleagues.<\/p> [\/et_pb_text][et_pb_post_nav _builder_version=\"3.17.6\" prev_text=\"Previous\" next_text=\"Next\" in_same_term=\"off\" locked=\"on\" \/][et_pb_comments _builder_version=\"3.17.6\" custom_button=\"on\" button_text_color=\"#ffffff\" locked=\"on\" \/][et_pb_text admin_label=\"Related posts\" _builder_version=\"3.17.6\" locked=\"on\"]<\/p> [related-posts-thumbnails]<\/p> [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=\"1_3\"][et_pb_sidebar admin_label=\"Subscribe\" _builder_version=\"3.17.6\" area=\"et_pb_widget_area_3\" locked=\"on\" \/][et_pb_sidebar _builder_version=\"3.17.6\" area=\"sidebar-1\" show_border=\"off\" locked=\"on\" \/][\/et_pb_column][\/et_pb_section]<\/p>","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"footnotes":""},"categories":[39,32],"tags":[],"class_list":["post-4079","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manchester-2035","category-research"],"_links":{"self":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4079","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/users\/521"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/comments?post=4079"}],"version-history":[{"count":7,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4079\/revisions"}],"predecessor-version":[{"id":4162,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4079\/revisions\/4162"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media\/4152"}],"wp:attachment":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media?parent=4079"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/categories?post=4079"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/tags?post=4079"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Related<\/h1>\n
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Becoming one university \u2013 a staff perspective: Jennie Blake, Siobhan Cartwright and Steve Jones<\/h2><\/div><\/div><\/a>
Nicky Cullum: Our developing role in addressing Health Inequalities<\/h2><\/div><\/div><\/a>
Nalin Thakkar: Why research security matters more than ever \u2014 and how we\u2019re here to help<\/h2><\/div><\/div><\/a><\/div>
Improving our financial performance will help to deliver our ambitious future plans, but we must also increase our capacity to create the funds and time to invest in our core goals. One of the ways we can do this is by changing what we do and how we do things.<\/p>Related<\/h1>