Leading change in higher education

Last fall, we had the privilege of hosting a gathering of Chief Strategy Officers (CSOs) from leading universities across the US, offering those in attendance a rare and much-needed space to connect, reflect, and tackle the sector’s most pressing challenges. As external pressures on higher education continue to intensify, the need for bold leadership and innovation has never been greater.

Discussions throughout the convening underscored an essential truth: CSOs are becoming indispensable. Yet, as their influence grows, so do the challenges they face.

Why CSOs Are Vital—And Why Their Role Is Uniquely Challenging

CSOs fill an essential role on leadership teams: they bridge the gap between the president’s vision and current campus realities, balancing long-term imperatives with immediate operational demands. This balancing act requires a deep understanding of both internal dynamics and external pressures, positioning them as essential to driving change and sustaining progress.

Some external forces that CSOs must contend with, like declining enrollment and rising costs, are long-standing challenges for which leaders have had time to prepare. Others, however, are more emergent and present new layers of uncertainty. At our convening, campus unrest—particularly stemming from cultural and political tensions in the Middle East—emerged as a critical concern.

Attendees highlighted the complexity of this issue, noting how outside influences, such as politically charged parent groups on social media and protestors unaffiliated with their institution, often amplify unrest that spills over onto campuses. Each institution’s unique circumstances (e.g., satellite campuses abroad, students’ religious and ethnic identities) determine how they respond to flashpoint instances like these. And with rising sociopolitical tensions across the globe, some attendees shared why they were adopting institutional neutrality.

Regardless of the approach, the consensus was clear: these socio-political flashpoints demand significant time and attention, diverting CSOs from long-term strategic priorities.

These external pressures demand agility but they’re not the only barriers to institutional change.

The Structural Challenges to Change

While designed to ensure inclusivity, higher education’s shared governance structures can slow decision-making, especially in low-trust environments. Without clear processes and widespread buy-in, even the most well-intentioned initiatives can falter.

For CSOs, the challenge is to balance competing interests while cultivating a culture that embraces change. This requires evolving governance structures to be more inclusive, transparent, and adaptable. It also requires a clear strategic vision from the president and board of trustees that both inspires and explains the implicit trade-offs and consequences ahead. We can no longer wait out tough conversations about our vulnerable business model and growing threats to higher ed’s relevance and reputation.

The Need for Connection

One of the clearest takeaways from our convening was how deeply CSOs value connection. These leaders often find themselves in uniquely isolated positions, charged with navigating institutional challenges without a natural network of peers to turn to for guidance. While they may have access to an abundance of information—through research, reports, and internal data—they often lack a trusted group of colleagues who truly understand the complexities of their role.

CSOs need a genuine community of practice. A dedicated space like this would allow them to collaborate meaningfully, exchange ideas, and learn from one another’s experiences. The challenges they face are rarely one-size-fits-all, but the shared understanding that comes from connecting with true peers can make a world of difference in tackling both immediate and long-term priorities.

While tools like listservs and LinkedIn groups have their place, attendees emphasized the power of in-person collaboration. Convenings like ours allow candid dialogue, foster trust, and empower CSOs to lead change confidently.

Looking Ahead

Reflecting on this convening, I’m struck by the passion and resilience that CSOs bring to their roles. These leaders are not just navigating change – they are shaping the future of higher education in profound ways. Yet, their success is not a solo endeavor.

EAB is committed to supporting CSOs as they navigate today’s complexities. Through our Strategic Advisory Services, we help leaders transform challenges into opportunities and reimagine what’s possible for their institutions.

To learn more about how EAB can support Chief Strategy Officers, connect with us by filling out the form below.