Blame, Responsibility and Other Unfunded Activities
Chapter 16
What Universities Can Do Now
What can a university actually do about this itself?
Most of this book explains constraints. This chapter is about what remains inside institutional control — which is more than the fatalistic account allows, and less than the strategy documents claim.
It starts with timing: act while the numbers still give you options, because the range of available decisions narrows sharply once liquidity does. Then decide explicitly what you are subsidising, rather than discovering it in a year-end reconciliation. Stop paying the inertia tax. Treat space as a system instead of a memory palace. Turn recruitment from an annual scramble into a pipeline.
And there is an AI test, which is not about the technology: redesign the process before you automate it, or you will simply run an unexamined process faster. The chapter closes with a first hundred days.
But it can stop adding avoidable failure to unavoidable pressure.
Regulated to Fail, Chapter 16
The demographic bulge
Projected 18-year-old population in England, indexed to 2026 = 100. The cohort peaks in 2030, then falls by 7 per cent to 2035.