Discover and share good practice for smarter working universities

University of Leicester

University of Leicester

Paul Boyle

Paul Boyle: EU universities want to maintain a relationship with the UK

Proud to be strongly involved with the UN’s gender equality campaign and encouraging wider HE participation through philanthropy, Professor Paul Boyle, vice chancellor of the University of Leicester is nothing if not dynamic. He tells Efficiency Exchange why he’d like to take on one of the toughest jobs in government - if only for 24 hours.
Dave Hall, chief operating officer at the University of Leicester

Dave Hall: ‘it’s when we work together that we are most effective’

One time army recruit, Dave Hall finds his role as University of Leicester’s chief operating officer radically different to military life. But he says that university professionals can learn a lot from spending time on a different sort of frontline.

Putting Students at the Heart of Our Processes – University of Leicester

This report is a guide to the University of Leicester's exploration into whether connecting senior leaders more closely to the student experience created an impetus for organisational improvement. It contains information on “what works” in engaging senior leaders and seeks to provide insights for institutions looking to develop similar approaches.

Are students at the heart of our processes?

The University of Leicester has developed an approach to engaging senior leaders with the student experience. In the latest of our blogs from the nine Innovation and Transformation Fund projects, Claire King writes that the university believes it can provide valuable insight for institutions looking to develop similar approaches.
Richard Taylor chief operating officer at the University of Loughborough

Shared services, student satisfaction and lost kings

From the discovery of Richard III's remains to launching a national sports medicine centre, Loughborough University chief operating officer Richard Taylor tells Rosie Niven about his career highlights and the importance of fixing ‘failure demand’ to improve efficiency.