Being the head of one of the biggest charities in the UK is no simple feat, as Cancer Research UK CEO Michelle Mitchell discusses with Melissa Moody.
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Cancer Research UK is perhaps one of the most iconic charity brands in the UK. With a 2023 income of £718.7m, it is a behemoth amongst organisations. With that however is the need for a strong and savvy leader – one which Michelle Mitchell exemplifies.

Of course, Mitchell was not always the leader of Cancer Research UK. She grew up in Merseyside in the 80s and was the first in her family to go to university where she studied economics. “I had a very strong interest in a range of social and economic issues and a sense of how I felt that the world could be changed for the better,” she begins.

“I feel that, then and now, charities are one of the most effective, excellent routes to get your voice heard on the issues that matter.” Charities straddle a political divide, she adds: the sector is one of the places where people can come together and form collaborations to see positive change.

Mitchell’s route into her role at CRUK was one embedded in the charity sector, with former jobs at Age Concern, Age UK and Multiple Sclerosis Society. Her recruitment for CRUK included “extensive” interviews, in a thorough process.

The appeal of working in such a large charity was a multi-faceted one for Mitchell. Like many people, she had a personal connection to the impact cancer can have. She also felt the “ability to convene and bring collaboration and partnerships” to the field of cancer in the aim of improving outcomes worldwide was “very attractive” to her, in addition to the ability to work from people from every background.

“I think there’s something special about the mission that Cancer Research UK has; there’s a place for everybody to contribute, whether you’re a Nobel Prize winner, taking part in Race for Life, a volunteer in our shop, giving us £10 a month, a clinician or a researcher. It feels as if we are a united team of all talents,” Mitchell enthuses.

Cautiously optimistic

With nearly 5,000 employees and 25,000 volunteers, holding the weight of such a large organisation on your shoulders in so-called ‘normality’ is not easy, let alone during times of crisis. Mitchell explains that she felt acutely responsible for the difficulties the charity faced during the pandemic.

“I felt a huge responsibility to steward the organisation… and it was important that we kept real sight of our ambition and long-term direction whilst dealing with the challenges of what we thought at the time would be a near £300 million shortfall in our income.”

Luckily for the organisation, it’s income did not fall by the projected £300 million, but from £671.89 million in 2019 to £582.08 million in 2021; a reduction of £89.81 million. It has since then risen in the subsequent years, hitting an income of £718.79 million in 2023.

But there are a lot of outside factors that influence the charity: “How the economy performs really has an impact on our operations.” The cost of scientific research has risen above inflation, and much of the research is done through universities, which are facing their own f inancial challenges. This is in addition to the cost-of-living crisis, affecting supporters and the state of the NHS, which is one of the biggest factors affecting cancer outcomes.

“NHS cancer patients are facing some of the longest wait times in recent memory, which is causing great anxiety, worry and stress overall. Across the UK, cancer outcomes are not improving at the rate they should be and at the rate of comparable countries.”

Mitchell stresses, however, that although the organisation faces challenges, there is also a time of “great opportunity”; one which she is cautiously optimistic about. The investments made in research over the last decade are likely to produce breakthroughs on the understanding of cancer; how to prevent, diagnose and treat it.

The organisation has also had it’s best three years in mass fundraising contribution and is on track to spend £1.5 billion on research over a f ive-year period. “We’ve got a great team of loyal supporters who stayed with us during and after Covid… alongside new capabilities in data and digital technology… means we’re able to do things at a scale and speed we haven’t previously imagined.

“Our major challenge remains financing. It’s money that’s our rate limiting step, not the quality of science we could fund.” That’s similar for charities of all sizes it seems.

Cancer Research UK is much like any other organisation, except its scaled up on a massive level. It needs to plan its research expenditure over a 10-year period and consider investments over that time. “Align your organisation and make sure you support your people, ensure they are engaged effectively in your mission… there’s a few more chapters to add, several hundred more people involved, but getting that alignment… is at the heart of leadership.”

Reputation is key

Crucial to the organisation is its reputation. Earlier in the year, a survey by Charity Times named Cancer Research UK as one of the top choices for people to work. Building that reputation however takes time.

“Trust is integral, and you’ve got to have clear values, and you and the leadership and everybody needs consistently live up to those values.”

Cancer Research UK has worked on those values over recent years, through training leadership behaviours and the culture of the organisation. It’s all part of managing reputational risk and making sure everyone in the organisation understands what the risks are.

“It’s not just how you react to crisis, you’ve got to have deep insight about how the world is changing, how your stakeholders’ views are changing,” Mitchell says. That means engagement with stakeholders at every level is essential, she explains. “Genuinely listening, learning, reacting and doing something differently and being honest and transparent about that.”

A big responsibility

Throughout our conversation, Mitchell reiterates that it’s “an absolute privilege” to be in her role. “I take the responsibility seriously… cancer touches all our lives in some way, and I find that really motivating on a professional level, working with some of the best minds to tackle one of the biggest social challenges in the world. But I don’t take that responsibility lightly.”

The challenges facing the organisation, and the sector, has meant that Mitchell has had to become a different type of leader. “First coming in, getting to know people and making my mark, dealing with Covid, bouncing back from Covid, and now we’re in a real period of growth and realignment. So certainly, the six years has tested different styles of leadership and what’s been required in the circumstances we’ve found ourselves.”

She describes her leadership style as flexible and versatile. “There are times I’ve had to lead during crises or lead an organisation that’s performing excellently, or one that needs realigned.” Mitchell says she often starts by aligning her leadership style to what is required at the time, and then adapts as needed during her role.

Through this process, though, she invests real passion and love into her work. “I love meeting people from all different backgrounds and understanding what motivates them; seeing the contribution they make and feeling valued and part of something much bigger than yourself. I really love that.” Mitchell further highlights the brilliance of research and scientists.

She also invests in herself and therefore the organisation. The 24/7 nature of media, social media and digital changes mean changes are happening all the time. “[You need to be aware] of how best to create value for your charity, how best to deploy these new technologies and how to guide investment choices through your organisation,” Mitchell explains.

When she went to university, she points out that no one her age would have studied digital media and the way it is today, therefore she took herself back to school and just finished a programme on Generative AI and business strategy. “I need to be able to lead my organisation and I felt it was a timely moment to strengthen that”

Mitchell also acknowledges that in terms of diversity, CRUK is not perfect. She is proud of the organisation’s 50/50 gender split on the top two tiers of leadership, but “there is a way to go”. “I think the charity sector itself needs to be better; not just for the people it seeks to advocate for and with.” Internally, and externally, the organisation has begun different programmes to develop global majority staff and scientists and support talent.

“You have to create impact and you have to demonstrate and tell the story of that impact, starting with it being something that’s real… and that ultimately is where trust and reputation comes from. [Be] open and accountable to your stakeholders based on the feedback that you’ve given… that’s always seen me in good stead.”

With all of this in mind, CRUK is looking ahead, and remaining positive. “The prospect of the future is incredibly exciting and inspiring,” she concludes.

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