﻿{"id":4091,"date":"2025-10-23T10:31:05","date_gmt":"2025-10-23T09:31:05","guid":{"rendered":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2025\/10\/16\/north-star-and-foundations\/"},"modified":"2025-11-13T09:25:29","modified_gmt":"2025-11-13T09:25:29","slug":"north-star-and-foundations","status":"publish","type":"post","link":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2025\/10\/23\/north-star-and-foundations\/","title":{"rendered":"Professor Duncan Ivison: North Star and Foundations"},"content":{"rendered":"<p>[et_pb_section bb_built=&#8221;1&#8243; fullwidth=&#8221;off&#8221; specialty=&#8221;on&#8221; _builder_version=&#8221;3.17.6&#8243;][et_pb_column type=&#8221;2_3&#8243; specialty_columns=&#8221;4&#8243;][et_pb_row_inner admin_label=&#8221;Row&#8221;][et_pb_column_inner type=&#8221;4_4&#8243; saved_specialty_column_type=&#8221;2_3&#8243;][et_pb_post_title _builder_version=&#8221;3.17.6&#8243; featured_placement=&#8221;above&#8221; locked=&#8221;on&#8221; \/][et_pb_text _builder_version=&#8221;3.17.6&#8243;]<\/p>\n<p>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.<\/p>\n<p>In the first piece, Professor Duncan Ivison, President &amp; Vice-Chancellor, introduces our North Star and the foundations that make it real and enable our leaps.<\/p>\n<p>You can explore the strategy on our <a href=\"https:\/\/www.manchester.ac.uk\/about\/manchester-2035\/\">webpage<\/a>, or download the <a href=\"https:\/\/documents.manchester.ac.uk\/display.aspx?DocID=77083\">full strategy text<\/a>.<\/p>\n<p>The world is sending what social scientists and futurists call \u2018signals\u2019 \u2013 early clues already visible around us that will build over the next decade, even if the route each takes is uncertain. We can see AI moving from a discrete set of tools to permeating much of our shared infrastructure; health and life sciences shifting toward prevention and data-led care; climate adaptation becoming an inescapable need for cities like ours; learning unbundling into flexible routes that integrates with non-linear careers; and new discoveries emerging where disciplines intersect. \u00a0<\/p>\n<p>Each signal expands the opportunities in front of us \u2013 to shape new fields, create solutions and benefit local and global communities. That is why our strategy is a framework for choices, rather than a fixed path \u2013 a way to focus where we can make the biggest difference and connect our strengths without knowing all the answers yet.<\/p>\n<p><iframe loading=\"lazy\" width=\"1080\" height=\"608\" src=\"https:\/\/www.youtube.com\/embed\/GnE2Ul78zNM?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen title=\"The University of Manchester \u2013 our new strategy to 2035\"><\/iframe><\/p>\n<h2>Our North Star<\/h2>\n<p>I liked the idea of calling this part of our strategy our North Star &#8211; not \u2018our vision\u2019, because a North Star is not a detailed map or a desired future you simply will into being. It is a steady point in the distance to steer by (though I spent 22 years in Australia, where you can\u2019t see it \u2013 you follow the Southern Cross!). The lesson holds: choose a star you can see \u2013 however distant and seemingly out of reach \u2013 and aim for it. For us, <i>From Manchester for the world<\/i> is that star.<\/p>\n<p>It&#8217;s about what we will be known for \u2013 setting our course to be a great civic university for the 21st century and creating knowledge for the public good, locally and globally, so we can do more of what matters. We\u2019ll do this with a distinctively Manchester edge \u2013 practical, radical, collaborative.<\/p>\n<p>Over the next 12 months, we\u2019ll work hard to demonstrate where we are heading. We have set our ambition, but we need to translate this into practical steps that will help all of us understand what that means in our daily interactions with each other. For some, it might not make much of a difference initially. For others, you\u2019ll have a chance to start working on some of the new initiatives almost immediately. I want to make sure everyone understands, as best they can, what it means for them.\u00a0\u00a0<\/p>\n<h2>Our foundations \u2013 where opportunity starts<\/h2>\n<p>In our conversations across the University, colleagues asked us to do three things \u2013 fix the basics, be ambitious (and don\u2019t lean so heavily on the past), and be clear about how we deliver. That is why the strategy is built around \u2018foundations\u2019 and \u2018leaps\u2019, and why a delivery handbook that sets out the \u2018how\u2019 of working together to reach our ambition will follow soon.\u00a0<\/p>\n<p>The foundations are the core commitments we heard you say must be true in any future and define what we need to get right to succeed.\u202fThe leaps are the bold, strategic choices that will take us further and faster\u2013 my University Executive colleagues will share more on each leap in this series.<\/p>\n<p>But getting our foundations right and embedding them across the University can also be game-changing, because they will help create the conditions in which we can respond effectively to both the known and unknown challenges we\u2019ll face in the years ahead.\u00a0<\/p>\n<p>Our commitment to teaching and research excellence will be felt more in our students\u2019 experience and in the city. They will build portfolios based on real problems and challenges shared by our partners. \u00a0Researchers will see their ideas put into play sooner. And employers will be able to recruit graduates who can deliver. Being values-led and sharing our knowledge openly with the world keeps us alongside our communities \u2013 not apart from them &#8211; so we can build the trust that makes tackling difficult projects possible and more impactful. \u00a0<\/p>\n<p>Framing our ambition as being of Manchester and for the world gives us a proving ground \u2013 we can take what we build here to the world, as bring back what we learn from our global partners. And being organised for success means we aren\u2019t stymying new thinking through bureaucracy \u2013 we\u2019ll have simpler systems, shared data and cross-functional teams to shorten the distance from idea to impact. I realize we have a long way to go on this front. But we must start working in a more integrated and flexible way if we\u2019re to realize the ambitions we\u2019ve set out across both the foundations and leaps.\u00a0\u00a0<\/p>\n<p>Finally, being a place where everyone matters \u2013 and <i>feels<\/i> that they matter &#8211; creates a culture where experimentation and innovation become easier, and you feel you can have a go at making things better, wherever you are in the organization. It doesn\u2019t mean we will always agree about everything, but that you have had a genuine opportunity to shape the things that matter to you.<\/p>\n<h2>Fixing the basics (we\u2019ve already started)<\/h2>\n<p>Throughout the consultations I heard some very direct messages. One that really stuck with me was: \u201cFix the basics \u2013 fewer forms, faster decisions, systems that talk to each other\u201d, but also, that colleagues want to connect with each other across teams and disciplines. When I arrived last July, I half-joked that we should retire a committee a week \u2013 and I\u2019ve tried! &#8211; \u00a0so, I hear you on that: \u00a0simpler governance and quicker, clearer decisions help everyone.<\/p>\n<p>We\u2019re not waiting. We are putting in place some basic improvements now that will enable us to transform our services down the track. \u00a0Our new finance and HR systems project &#8211; \u2018Future Foundations\u2019, being led by Carol and Ele- will improve our core People and Finance services. Our current major IT initiative &#8211; \u2018Evolve\u2019, being led by PJ and his team &#8211; is modernising key IT systems for performance, reliability and security. These improvements will free up time, reduce duplication and support the tell-us-once, clear-ownership approach you asked for.\u00a0<\/p>\n<p>Alongside this, we need to sharpen and modernise our brand identity so that it matches our ambitions, given the hugely competitive environment we now face to recruit students, colleagues, funding and partners. \u00a0Our current visual identity was built for a world of print and pamphlets, not AI and Chat-GPT. So, we will refresh how we present ourselves visually and tell our story as a university, as well and improve the navigability of our digital platforms. Our new homepage and strategy pages are the first examples of our refreshed approach to our website.\u00a0<\/p>\n<p>Of course, there is much more to do! But we\u2019re on our way.\u00a0\u00a0<\/p>\n<h2>How we will deliver\u00a0<\/h2>\n<p>Not everything can happen at once. We will sequence our work carefully, test in the open, learn quickly and scale what works. So, keep telling us what helps and what hinders, and we\u2019ll keep trying new ways of working based on your insight and expertise.<\/p>\n<p>Over the last 14 months, I have seen what many of you already know \u2013 Manchester\u2019s energy and ingenuity are extraordinary. If we keep hold of that spirit, we\u2019ll deliver on our strategy.\u00a0<\/p>\n<p>Thank you for the ideas, the care and the candour you have brought to this process so far. Keep it coming.<\/p>\n<p><b>One question to discuss:<\/b> What is one thing you will do differently because of our strategy to 2035?<\/p>\n<ul>\n<li>See some of the answers our colleagues gave:\u00a0<\/li>\n<\/ul>\n<p><a href=\"https:\/\/www.videoask.com\/fghgyjzba\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-4101 size-full\" src=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190.png\" alt=\"\" width=\"2824\" height=\"1426\" srcset=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190.png 2824w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-300x151.png 300w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-768x388.png 768w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-1024x517.png 1024w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-150x76.png 150w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-250x126.png 250w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-350x177.png 350w, https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2025\/10\/screenshot_2025_10_22_at_18.41.190-1080x545.png 1080w\" sizes=\"(max-width: 2824px) 100vw, 2824px\" \/><\/a><\/p>\n<p>[\/et_pb_text][et_pb_post_nav _builder_version=&#8221;3.17.6&#8243; prev_text=&#8221;Previous&#8221; next_text=&#8221;Next&#8221; in_same_term=&#8221;off&#8221; locked=&#8221;on&#8221; \/][et_pb_comments _builder_version=&#8221;3.17.6&#8243; custom_button=&#8221;on&#8221; button_text_color=&#8221;#ffffff&#8221; locked=&#8221;on&#8221; \/][et_pb_text admin_label=&#8221;Related posts&#8221; _builder_version=&#8221;3.17.6&#8243; locked=&#8221;on&#8221;]<\/p>\n<h1>Related<\/h1>\n<!-- relpost-thumb-wrapper --><div class=\"relpost-thumb-wrapper\"><!-- filter-class --><div class=\"relpost-thumb-container\"><h3>Related posts:<\/h3><div style=\"clear: both\"><\/div><div style=\"clear: both\"><\/div><!-- relpost-block-container --><div class=\"relpost-block-container relpost-block-column-layout\" style=\"--relposth-columns: 3;--relposth-columns_t: 2; --relposth-columns_m: 2\"><a href=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2026\/10\/02\/innovation-ambition-into-action\/\"class=\"relpost-block-single\" ><div class=\"relpost-custom-block-single\"><div class=\"relpost-block-single-image rpt-lazyload\" aria-label=\"John Holden and Aline Miller\" role=\"img\" data-bg=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/09\/Viewpoint-image-3-150x150.jpg\" style=\"background: transparent no-repeat scroll 0% 0%; width: 150px; height: 150px; aspect-ratio: 1\/1;\"><\/div><div class=\"relpost-block-single-text\"  style=\"height: 75px;font-family: Arial;  font-size: 12px;  color: #333333;\"><h2 class=\"relpost_card_title\">From Manchester, for the World: turning our innovation ambition into action<\/h2><\/div><\/div><\/a><a href=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2026\/09\/18\/turning-our-research-ambition-into-action\/\"class=\"relpost-block-single\" ><div class=\"relpost-custom-block-single\"><div class=\"relpost-block-single-image rpt-lazyload\" aria-label=\"Colette Fagan\" role=\"img\" data-bg=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/09\/Untitled-design-2026-09-18T122159.426-150x150.jpg\" style=\"background: transparent no-repeat scroll 0% 0%; width: 150px; height: 150px; aspect-ratio: 1\/1;\"><\/div><div class=\"relpost-block-single-text\"  style=\"height: 75px;font-family: Arial;  font-size: 12px;  color: #333333;\"><h2 class=\"relpost_card_title\">From Manchester, For the World: turning our research ambition into action\u00a0<\/h2><\/div><\/div><\/a><a href=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2025\/01\/23\/becoming-one-university-staff-perspective\/\"class=\"relpost-block-single\" ><div class=\"relpost-custom-block-single\"><div class=\"relpost-block-single-image rpt-lazyload\" aria-hidden=\"true\" role=\"img\" data-bg=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/09\/Your-paragraph-text-5-150x150.jpg\" style=\"background: transparent no-repeat scroll 0% 0%; width: 150px; height: 150px; aspect-ratio: 1\/1;\"><\/div><div class=\"relpost-block-single-text\"  style=\"height: 75px;font-family: Arial;  font-size: 12px;  color: #333333;\"><h2 class=\"relpost_card_title\">Becoming one university \u2013 a staff perspective: Jennie Blake, Siobhan Cartwright and Steve Jones<\/h2><\/div><\/div><\/a><\/div><!-- close relpost-block-container --><div style=\"clear: both\"><\/div><\/div><!-- close filter class --><\/div><!-- close relpost-thumb-wrapper -->\n<p>[\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=&#8221;1_3&#8243;][et_pb_sidebar admin_label=&#8221;Subscribe&#8221; _builder_version=&#8221;3.17.6&#8243; area=&#8221;et_pb_widget_area_3&#8243; locked=&#8221;on&#8221; \/][et_pb_sidebar _builder_version=&#8221;3.17.6&#8243; area=&#8221;sidebar-1&#8243; show_border=&#8221;off&#8221; locked=&#8221;on&#8221; \/][\/et_pb_column][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"<p>In the first piece, Professor Duncan Ivison, President &amp; Vice-Chancellor, introduces our North Star and the foundations that make it real and enable our leaps.  <\/p>\n","protected":false},"author":521,"featured_media":4099,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"<p>[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><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><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><p>Our <a href=\"https:\/\/www.manchester.ac.uk\/discover\/governance\/corporate-documents\/\">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 <a href=\"https:\/\/www.staffnet.manchester.ac.uk\/news\/display\/?id=23119\">summary<\/a> of the Financial Statements on StaffNet.<\/p><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><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><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. <br \/>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><p>Our strategic change programme (including <a href=\"https:\/\/www.staffnet.manchester.ac.uk\/modernising-it\/\">IT Modernisation<\/a>, the <a href=\"https:\/\/www.staffnet.manchester.ac.uk\/sep\/\">Student Experience Programme<\/a>, and the <a href=\"https:\/\/www.rlp.manchester.ac.uk\/\">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><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><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><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><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><h1>Related<\/h1><p>[related-posts-thumbnails]<\/p><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],"tags":[],"class_list":["post-4091","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manchester-2035"],"_links":{"self":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4091","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=4091"}],"version-history":[{"count":8,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4091\/revisions"}],"predecessor-version":[{"id":4119,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4091\/revisions\/4119"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media\/4099"}],"wp:attachment":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media?parent=4091"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/categories?post=4091"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/tags?post=4091"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}