UK SBS UKRI Leadership & Development Programme

'*** This tender requirement was abandoned prior to a Contract award decision. ***'

**Please do not submit bids directly to the Buyer**

The seven Research Councils, Innovate UK and part of the Higher Education Funding Council for England (HEFCE) are coming together to form a new organisation: UK Research and Innovation (UKRI). This is leading to a period of unprecedented change for the Research Councils, Innovate UK and HEFCE and consequently a huge challenge for the leadership population.

Each of the nine organisations has previously made its own arrangements for leadership development. These have varied from in house programmes to outsourced programmes. The creation of UKRI with the bringing together of the Research Councils, Innovate and HEFCE into one organisation provides an opportunity to create a common language and shared peer learning environment for the senior leaders in order to strengthen their leadership capability to lead the transition.

The purpose of the tender exercise is to identify a leadership provider, who will partner with the Organisational Development Project to create and deliver a new UKRI Head Office wide leadership programme to engage those who work in UKRI Councils and in the new Corporate Services functions at a senior and strategic level to build on the leadership behaviours and capability expected of these roles.

The aims of this programme will be: • to help good strategic level leaders raise the bar and understand what it takes - both from within themselves and through their influence on the wider organisation - to deliver high performance and transformational results.

• support leaders in the shaping and development of organisational strategy and the implementation of this within the VUCA environment in which they operate.

• to develop leadership skills and also leaders' understanding of how to use these skills to inspire outstanding performance in a team or organisation.

The programme should take account of the highly political public sector environment in which UKRI will operate. The organisation will be in a period of significant transition and disruption. The new organisation will not only interface with central government, but also works closely with the Higher Education Institute sector and associated research communities, leading research and innovation at a time when the Higher Education and business environment is uncertain. The skills required by the leaders are complex and the new programme should consider both personal development and organisational development. The new programme will need to be flexible and adaptable as the organisations transition and new requirements emerge.

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