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Case Study | Durham University

Connect to Collaborate

Turning research expertise into impactful external partnerships.

new connections created

91%

made an external connection

+129%

confidence navigating the university

See the results

The Challenge

Durham University were seeking to increase the number of academics engaged with external partners - industry, third sector, and civic - in line with their Impact Accelerator Account portfolio objectives. However, they were finding their researchers often faced barriers such as:

Limited or under-utilised external networks.
Lack of confidence or skills to hold effective collaborative conversations.
Difficulty aligning research capabilities with external partner needs.
Limited time to invest in building and sustaining relationships.

Durham University recognised a need to equip academics, especially Early Career Researchers, who are eager to engage externally but lack confidence, expertise and practical experience to do so effectively. This uncertainty was heightened by low engagement with traditional training formats; in contrast, shorter, more practical sessions proved more effective. Durham University sought to broaden engagement across disciplines, including SHAPE as well as STEM, strengthen links between researchers and Business Development teams, and increase the pipeline of upcoming collaborative and funded opportunities.

The Programme

Connect to Collaborate is an output-based programme with a focus on relationship-building and collaborative projects. Institutions strengthen their capacity for knowledge exchange and innovation, while participants leave with tangible connections and a clear path to follow-up activity.

Designed for researchers and professional services working together, this fast-paced programme turns conversations into R&D collaborations. Participants take structured action to build visibility, have productive conversations, and progress towards real-world projects.

The Challenge

Limited or under-utilised external networks.
Lack of confidence or skills to hold effective collaborative conversations.
Difficulty aligning research capabilities with external partner needs.
Limited time to invest in building and sustaining relationships.

The Programme

The Challenge

Limited or under-utilised external networks.
Lack of confidence or skills to hold effective collaborative conversations.
Difficulty aligning research capabilities with external partner needs.
Limited time to invest in building and sustaining relationships.

The Programme

The Solution

Connect to Collaborate was selected for its practical, action-oriented approach and strong alignment with Durham’s ambition to increase external collaboration and partnership activity.

The programme began with a targeted recruitment campaign, including a bespoke microsite and a university-wide taster session. This introduced the programme, set expectations, and helped prospective participants assess suitability. A formal application process then ensured a motivated and committed cohort.

Over seven weeks, participants took part in an in-person launch, fortnightly online workshops, and structured real-world engagement activities. Professional Services and Business Development colleagues were integrated throughout to provide support and guidance.

A dedicated Padlet hub housed resources, templates, key information, session schedules, reflection activities and support contacts. Between sessions, the delivery team maintained momentum through ongoing support.

The programme concluded with participant presentations showcasing new connections, external conversations and emerging collaboration opportunities.

I’ve picked up loads of tools to use when looking for and reaching out to potential collaborators.

Participant

Connect to Collaborate

I’ve learnt that I need to start a conversation about the industrial partner’s needs rather than my personal plans or competence.

Participant

Connect to Collaborate

Programme impact

The programme led to significant increases in participants' confidence across key collaboration capabilities. Importantly, these gains reflect applied, real-world behaviours, not merely general confidence. Participants were asked to rate their confidence levels across a number of factors as part of our unique onboarding and offboarding process:

+129%

Navigating the university ecosystem

Before

3.88

After

8.86

This was the strongest area of growth. Participants moved from limited awareness of internal structures to confidently identifying relevant teams, routes to collaboration, and support mechanisms.

+129%

Navigating the university ecosystem

Before

3.88

After

8.86

This was the strongest area of growth. Participants moved from limited awareness of internal structures to confidently identifying relevant teams, routes to collaboration, and support mechanisms.

+88%

Leading collaboration conversations

Before

4.19

After

7.86

Participants developed the ability to structure conversations more effectively, shifting from informal discussions to purposeful exchanges focused on mutual value and next steps.

+88%

Leading collaboration conversations

Before

4.19

After

7.86

Participants developed the ability to structure conversations more effectively, shifting from informal discussions to purposeful exchanges focused on mutual value and next steps.

+73%

Identifying external partners

Before

4.88

After

8.42

Participants gained clarity on where to start, how to identify relevant organisations, and how their research aligns with external needs.

+73%

Identifying external partners

Before

4.88

After

8.42

Participants gained clarity on where to start, how to identify relevant organisations, and how their research aligns with external needs.

+64%

Initiating external outreach

Before

5.13

After

8.42

Participants shifted from hesitation to readiness, demonstrating increased confidence in initiating contact and engaging external stakeholders.

+64%

Initiating external outreach

Before

5.13

After

8.42

Participants shifted from hesitation to readiness, demonstrating increased confidence in initiating contact and engaging external stakeholders.

Professional Services and Support Team Insights

Observed Impact on Researchers

Feedback from Durham’s Professional Services, Business Development, and Knowledge Exchange teams provides a valuable external perspective on the impact of the programme.

Across responses, support staff observed that researchers:

4.25/5

are better able to explain their research to non-academic audiences

4.5/5

demonstrate increased confidence in initiating collaboration conversations

4.75/5

are better able to explain their research to non-academic audiences

4.25/5

now have greater clarity on how to start exploring external collaboration opportunities

From a Professional Services perspective, the programme has successfully shifted researchers from early interest to more purposeful and informed collaboration activity.

Participant outcomes

Participants found Connect to Collaborate transformative. The programme provided structure, practical tools, and the confidence required to drive real engagement, changing approaches from hesitant outreach to focused, strategic conversations that build meaningful partnerships across both external and internal networks.

new connections across internal and external collaboration

total new internal connections

total new external connections

91%

of participants made at least one new external connection

91%

of participants made at least one new external connection

highest number of new external connections by one participant

3.7 · 3.3

average new connections per participant (internal · external)

3.7 · 3.3

average new connections per participant (internal · external)

What Changed

Participants moved from

Uncertainty about where to start

Limited understanding of internal support

Academic-focused communication

Passive interest in collaboration

Clear understanding of how to engage externally

Ability to navigate internal support

Audience-focused communication

Proactive outreach and real-world engagement

What Worked Well

Professional Services colleagues highlighted several aspects of the programme as particularly valuable:

Practical, action-focused delivery rather than theory

High-quality tools and templates that can be applied immediately

Clear frameworks supporting structured engagement

Strong alignment with how collaboration activity is supported internally

Practical focus, not theory.

The templates and advice have been superb.

The practical elements and guidance to use the tools. Also the accountability at each session.

Testimonials

What participants and professional services had to say about Connect to Collaborate.

Absolutely brilliant course! The pace was perfect, and the timing between sessions just right to put things into action.

Lynn Wrightson

Partnerships Manager, Department of Psychology – Durham University

The programme taught me the importance of initiating a dialogue with industry in a structured format and to get my foot in the door.

Isha Saxena

Wind Energy PhD student

Ready to make an impact?

Get in touch to learn more about how we can work together.

Let’s Talk

Ready to make an impact?

Get in touch to learn more about how we can work together.

Let’s Talk

Ready to make an impact?

Get in touch to learn more about how we can work together.

Let’s Talk