All Change management articles – Page 22
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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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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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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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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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CommentYour Humble Servant: health mogul
‘Family doctor to health mogul? It’s what my patients want for me’
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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 ...
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HSJ KnowledgeCommissioning consortia must avoid top-down organisation
The organisational make-up of commissioning consortia needs to break from the existing PCT structure. Ben Gowland, chief executive of Nene Commissioning Community Interest Company, explains why.
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CommentSuccessful healthcare mergers, like marriages, need a lot of hard work
Mergers and acquisitions of healthcare organisations in the developed world have become much more commonplace over the last decade.
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HSJ KnowledgeHospital Landscape: a winning attitude to improved performance
A diagnostic tool from McKinsey is helping hospital leaders discover more about the limits of what is possible in performance. In the latest Hospital Landscape update, Neil Griffiths and colleagues look for fresh insights from existing data.
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NewsJust one in five DH staff say change is managed well
Only one in five Department of Health employees believe change is managed well, according to staff survey results.
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HSJ KnowledgeThe transition from primary care to independent provider
Reflecting on our transition to an independent provider of NHS care, one central word that seems to have held a unique place within the process and still resonates with City Health Care Partnership CIC is: “why?”
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HSJ Knowledge
The value of NHS identity in change management
Making significant structural changes to large organisations is challenging and fraught with risk.
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NewsNigel Edwards to leave NHS Confederation
Nigel Edwards will end his 12 years at the NHS Confederation this summer after deciding not to put himself forward for the position of chief executive.
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Comment'Time to scrap GP exception reporting'
We must now scrap exception reporting by GPs in the quality and outcomes framework.
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Comment'We all know what’s wrong with the NHS'
There are too many hospitals swallowing up too much money for too little return. Which is fine until you try to close or downsize one, and all hell breaks loose.