This paper from the Heywood Fellowship team argues the UK needs a new, non-centralising national strategy practice that is future-oriented, place-based and outward-facing

Drawing on UK engagement and international case studies, including devolved and place-based perspectives, this paper from the Heywood Fellowship team identifies core design principles and eight key characteristics of successful long-term strategy-making.

The UK needs a sustained 15-year national strategy, reviewed every five years, to tackle major challenges, guide priorities, strengthen policy coherence and build national resilience.

This new paper argues national strategy must be a core state function. Democracies can deliver it through inclusive, adaptive practices, and embedding learning into institutions to align short- and long-term goals.

The Heywood Fellowship reviewed España 2050, Spain’s strategic vision. It highlighted expert input, ambition, and key lessons: government backing, explicit trade-offs, cultural change, and the need for broad consensus.

The Heywood Fellowship calls for a new place-sensitive national strategy, uniting government across the UK to address the long-term challenges of the country effectively.

This Port Talbot case study from the Heywood Fellowship shows fragmented strategy and poor coordination hinder long-term change, highlighting the need for place-based national strategy rooted in local identity and context.

This case study from the Heywood Fellowship highlights Cambridge’s semiconductor sector strengths to show how place-led strategies can drive success and regional collaboration through an identity-rooted national strategy.

The Heywood Fellowship examines how the UK can build long-term strategy, drawing lessons from Eisenhower’s “Project Solarium” to guide national decision-making.

This report from the Heywood Fellowship traces the evolution of UK national strategy since 1850, identifying eight major historical “turning points” that reshaped state priorities and ideology.

This paper proposes a national strategy model viewing the UK as an interconnected ecosystem of five capacities – people, means, resources, capital, institutions – uniting government and society for coherent long-term planning.

Drawing on UK engagement and international case studies, including devolved and place-based perspectives, this paper from the Heywood Fellowship team identifies core design principles and eight key characteristics of successful long-term strategy-making.

This paper from the Heywood Fellowship team argues the UK needs a new, non-centralising national strategy practice that is future-oriented, place-based and outward-facing

This report sets out conclusions from an inquiry into how policymaking at the intersection of economic and security interests needs to change to keep ahead geopolitical and wider global trends.

The UK grapples with complex policy issues at the intersection of economics and national security. This paper, part of a series, explores historical challenges and emphasises the need for government reform to enhance analytical capabilities, calling for senior officials' support to effectively address modern policy challenges.