Higher education institutions (HEIs) worldwide have been undergoing significant levels of structural change for a number of years, ranging from minor re-alignments of roles and responsibilities to radical changes such as the creation of new roles and new models of operating. This article discusses some initial findings from a recent UK-focused research project that investigated the challenges and changes associated with the composition of "top management team" (TMT) structures in HEIs. Using the key findings from desk research and empirical investigation in a sample of UK institutions, the article identifies some of the key changes in the roles and responsibilities of the TMT, and identifies examples of good "practice" or "process" within institutions. (Contains 4 tables and 3 figures.)