Ian Kirkpatrick
Ian Kirkpatrick, chair in public management, University of York
CommentThe growing management crisis risks undermining NHS reform
A new NHS workforce plan must finally address the overlooked management workforce needed to drive improvement, innovation, and reform
CommentWe are wasting the NHS’s management consultancy expertise
Internal NHS consultancy teams offer trusted, cost-effective transformation support - yet remain underused and fragmented, and need strategic recognition and investment
CommentWe don't know enough about what makes NHS managers effective
A research study seeks to understand what kind of management capacity the NHS actually needs and what makes for effective management capability, write Leo McCann, Ian Kirkpatrick and Kirsten Armit
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
CommentNHS managers can have a profound impact on performance
Responding to a recent LSE study on the association between NHS managers and several outcomes, Ian Kirkpatrick, Gianluca Veronesi and Ali Altanler write that great caution is needed when interpreting the study’s findings, especially given the lack of statistical power
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