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In 1988 a new Vice-Chancellor took up his position at what is now one of the best known and most popular British universities. Both he and the people responsible for his appointment were aware of the environment of dynamic change in which the higher education system was operating at that time and of even greater changes predicted to come. Professor Campbell had a vision of the future of Nottingham which would involve a culture change, strong leadership, innovative and entrepreneurial activity. The case plots the changes which have taken place in Nottingham''s management and culture, the styles of leadership chosen, an emerging entrepreneurial management framework for higher education and the outcome of one Vice-Chancellor''s vision for his University. It wasn''t an easy or problem-free period in Nottingham''s history, but five years later the Vice-Chancellor and the University''s senior management team look back at the progress that has been made. The perceived role of Campbell as leader, the top level management structure and the change that still needs to be implemented, are all examined.