Why change feels impossible in higher education – and why it can’t be anymore

Higher education is at a crossroads. Public trust is eroding. Demographic and enrollment shifts are accelerating. Revenue models are under pressure. The cost to operate, and to attend, continues to rise. If institutions are going to persist, thrive and continue serving the public good, transformational change isn’t optional, it’s essential.

And yet, in so many institutions, meaningful change feels impossible.

Why is that? What’s standing in our way? And what can we learn from sectors that have embraced change management as a strategic advantage?

The reality: Change in higher ed Is hard

Higher education is a uniquely complex ecosystem, and that’s part of the challenge. Change doesn't happen in a vacuum. It's negotiated across decentralized departments, shared governance bodies, accreditors, regulatory frameworks and deeply rooted traditions.

Some of the key barriers include:

• Distributed authority: Decision-making power is intentionally diffused, making alignment difficult
• Cultural resistance: Institutions value tradition, deliberation and academic freedom, which can make innovation feel risky
• Misaligned incentives: Leaders are often rewarded for stability and stewardship, not bold transformation
• Siloed operations: Academic and administrative functions frequently operate independently, with little infrastructure for coordinated change

The contrast: What industry gets right

In the private sector, change management is not an afterthought — it’s a built-in capability. Organizations invest in people, frameworks and systems to help navigate change deliberately and effectively.

A colleague of mine, a seasoned university leader, recently said something that stuck with me: