Helen Bevan

Helen Bevan is chief of service transformation at the NHS Institute for Innovation and Improvement.

Contact Info

Recent stories

• 

  Trust me, I'm a leader: creating a climate for higher performance

  Managers will need to build a culture of mutual ownership and trust, rather than leading from the front, to affect the breadth of change to combat the cold economic front sweeping across the NHS, say John Drew and Helen Bevan.

  29-Nov-2011

• 

  Helen Bevan: Who’s afraid of the big bad wolf?

  NHS managers live in fear, which saps creativity and productivity. The antidote is hope

  13 January 2011 | Comments (10)

• 

  Helen Bevan on the pitfalls of NHS cost reduction

  I have just returned from an international improvement forum, involving healthcare leaders from 67 countries. Everyone was talking about the economic challenges ahead.

  1-Jun-2009 | Comments (5)

• Helen Bevan on productive communities

  26 March 2009

• Helen Bevan on NHS organisational culture

  9-Feb-2009 | Comments (3)

• Helen Bevan on NHS innovation

  24-Nov-2008

• Helen Bevan on the six lessons of success

  6-Nov-2008

• Helen Bevan on large-scale change in the health service

  20-Oct-2008

• Helen Bevan on NHS finance directors

  8-Sep-2008

• Helen Bevan on paths to improvement

  4-Aug-2008

• More

Recent blog posts

• Thinking differently about quality and cost

  "Revolution begins with a transformation of consciousness". Innovation, doing things differently, is becoming a high priority activity in the NHS. Innovation has a critical pre-requisite: thinking differently. If we are going to sustain a universal healthcare system for future generations, we need to think differently about the relationship between cost and quality.

  The NHS Change Agent | 3-Feb-2012

• Community organising, leading change and shifting power: why the NHS needs to build weak ties NOW

  This piece aims to introduce some fresh perspectives on NHS change from civic campaigners and community organisers. Much of the conventional wisdom of NHS improvement is based on “strong ties”, peer to peer spread of ideas for change through “people like us”. However, history suggest that we might get the best chance to deliver the scale of quality and cost improvements we seek if we also focus on “weak ties”.

  The NHS Change Agent | 14-Oct-2010

  Comments (4)

• NHS targets: from compliance to commitment

  The NHS is moving away from the “compliance” system of top-down national targets and standards. What should it be replaced with?

  The NHS Change Agent | 14-Jun-2010

  Comments (2)
• Does the NHS need management consultants?

  The NHS Change Agent | 21-Dec-2009 Comments (14)

• Diary of an intrepid arctic marathon runner

  The NHS Change Agent | 2-Nov-2009 Comments (4)

• On organising to change the world: from Californian farm workers to Obama’s election campaign to NHS transformation: part two

  The NHS Change Agent | 30-Oct-2009

• Confessions of an ex-amorphous blob

  The NHS Change Agent | 19-Oct-2009 Comments (2)

• On organising to change the world: from Californian farm workers to Obama’s election campaign to NHS transformation - Part one

  The NHS Change Agent | 26-Aug-2009

• Change agents for quality and productivity

  The NHS Change Agent | 20-Jul-2009 Comments (3)

• Innovation for higher quality and lower costs

  The NHS Change Agent | 8-Jul-2009 Comments (10)

Helen Bevan contributes to:

• The NHS Change Agent