All Change management articles – Page 21
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HSJ KnowledgeWhy effective internal communications have never been so important
A combination of strong communication, teamwork and camaraderie framed within trusting relationships will help achieve remarkable results in times of large-scale change and uncertainty, writes University of Nottingham chief executive Peter Homa.
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Comment'By 2030, when many need it most, healthcare will be in meltdown'
The long-term effect on healthcare will be catastrophic if we do not change things now, writes Association of the British Pharmaceutical Industry director general Richard Barker.
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HSJ KnowledgeMaking lean improvements to drive up the quality of mental health care
Two years ago, the Suffolk Mental Health Partnership Trust focused on a project to drive quality and performance based on a lean improvement framework. The resulting patient care quality has been ‘remarkable’.
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CommentIs there really room for localism in the Big Healthy Society?
As the centre slowly learns to let go, three bills will shape the future relationship between local and central government, writes Local Government Group’s Rob Whiteman.
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Comment'Public health cannot survive on £4bn'
Public health is a new burden – it’s official. And local authorities are right to be nervous.
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HSJ KnowledgeBook review: 2030 - The Future of Medicine
Some reading may be optional - but Richard Barker’s book 2030 - The Future of Medicine is essential. It is based on unusual joint experience - of the UK and the US systems and of health system with scientific research.
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HSJ KnowledgeReshaping service delivery to put humanity at the heart of public services
Last month’s ombudsman report didn’t just highlight the gap between the NHS’s values and the reality for older people; it suggested that the health service needs to reshape ways of working that start putting patients back at the heart of care, argues thinkpublic’s design project lead Ella Britton.
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HSJ KnowledgeTough at the top: the challenges facing management teams in the new NHS
Unprecedented challenges for the senior NHS management team make “cohesion” today’s watchword, says Hay Group director in public sector practice Phil Kenmore.
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HSJ KnowledgeImproving patient flow across the cardiology pathway
The elective pathway for cardiology encompasses a wide range of patient transactions and, as with any multi-component patient journey, opportunities for human error, inefficiency and system failure can arise at any point. But lean principles and a clear IMPaCT programme can achieve and sustain cardiology pathway improvements, say Anne Mawson ...
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HSJ KnowledgeA golden opportunity to reshape workforce planning, education and training
HSJ readers are urged to participate in the consultation on creating a workforce for the new NHS, says Department of Health director general of workforce Clare Chapman.
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News'Introspective' NHS fearful of change
The NHS has an “introspective, monopolistic culture” in which staff are unwilling “to accept the inevitability of change”, according to a former Labour minister who was given a key public spending reform role by the coalition government.
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NewsPCT clusters should have guarantee of existence beyond 2013, says Nuffield Trust
Primary care trust clusters should be given a guarantee that they will continue to exist after 2013 and could become regional outposts of the NHS Commissioning Board, according to experts at the Nuffield Trust.
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HSJ KnowledgeTomorrow's NHS productivity initiatives need to avoid today's mistakes
Recent productivity initiatives in the NHS aren’t creating the long-term benefit they need to. Amnis managing director Mark Eaton looks at the common problems affecting productivity programmes, and how best to address them.
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HSJ KnowledgeMaking changes to achieve savings - without disastrous consequences
In managing the NHS, we have choices. When we have a difficult problem do we think radical, fundamental, realistic, or painstaking? Jan Filochowski, chief executive of West Hertfordshire Hospitals Trust, says that when push comes to shove, it’s worth being an evolver more than a radical, and a realist more ...
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HSJ KnowledgeReal healthcare reform needs a new conceptual landscape
Real healthcare reform requires a fundamental change in thinking, because more of the same just won’t do the trick, says Ann Porter, founder and chief executive of social innovation company Soda.
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CommentBill Moyes: the reform agenda presents a massive opportunity
The government’s reform agenda for the NHS isn’t the beginning of the end of a primarily tax funded healthcare system. The reforms are probably the best way to preserve that for another generation or more. So, instead of focusing on the risks, let’s give more attention to the opportunities.
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CommentYour Humble Servant: health mogul
‘Family doctor to health mogul? It’s what my patients want for me’
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Comment'It makes a welcome change to hear praise for NHS managers'
Sir David Nicholson’s letter to colleagues after the spending review recognised that great public service leadership “more than anything else” will be central to improving quality and productivity.
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HSJ KnowledgeOptimising patient flow in A&E
The pressing need to optimise patient movement through A&E prompted the design of an urgent care centre which combines both GPs and emergency professionals. Mark Mould, acting chief operating officer at University Hospital of North Staffordshire Trust, clinical lead for emergency medicine at University Hospital of North Staffordshire Trust Dr ...