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The use of technology to support learning in institutions of Further and Higher Education has become almost ubiquitous. Institutions normally start with strategies aimed at introducing these innovations, but there is much about the organisational and cultural nature of educational institutions that acts as a barrier to innovation. Staffordshire University started this process in 1997, and by 2002 reached a point where innovation had slowed and the embedding of what had been achieved was at best partial. An embedding process based around the review and implementation of policy ensued which, by 2005, had proved highly successful in terms of embedding, but due to cultural and organisational factors, this had been at the expense of sustaining innovation and had created tensions within the organisation. This was compounded by changes in technology and the advent of new web-based services, which stimulated innovative practitioners. New initiatives to address the tensions between the need of the organisation to control its processes and the needs of practitioners to experiment and innovate have begun. These have highlighted the requirement for tools to enable strategy and policy to be considered against the processes making up the learning experience in terms of ownership and control. [ABSTRACT FROM AUTHOR]