Andrew Sturdy
Andrew Sturdy is professor of management and organisation, University of Bristol and a visiting professor at VU Amsterdam. His research lies mostly in the field of organisational innovation and the role of management consultancy. His work includes co-authored books such as Management as Consultancy. His latest work explores consultancy in national and transnational public sector contexts, including the NHS.
CommentNHS managers perform better than management consultants
The advice external consultants provide can be beneficial in some cases, as it can help to combat the ‘not invented here syndrome’ by introducing new expertise and innovative thinking, but in general investment in management staff is a better bet. By Ian Kirkpatrick and Andrew Sturdy
CommentA permanent department for pandemics
Andrew Sturdy writes on the possibility of having a permanent government department for pandemics which can deploy latest technology and skills for testing and vaccinations
CommentWhy the silence on the poor rate of return from NHS consultancy spend?
Andrew Sturdy, Ian Kirkpatrick and Gianluca Veronesi respond to criticism from the industry of their research on the use of management consultants by NHS trusts
CommentHalt the use of consultancies to improve efficiency
Management consultants are more likely to generate inefficiency, hence spending less on management consultants could improve outcomes in the healthcare system
CommentOrganising change management without the need for external consultants
Andrew Sturdy and Andrea Gibbons write about a specific case of internal management consulting at Taunton and Somerset FT