Helen Bevan
Helen Bevan is chief of service transformation at the NHS Institute for Innovation and Improvement.
Recent activity
Blog Posts (14)
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Debunking some myths about disruptive innovation in the NHS
As the focus on innovation grows inside the NHS, some leaders have suggested that the really radical “disruptive” innovations that the NHS needs can only come from external sources. But where do the most radical, disruptive innovations come from?
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Demystifying the I in QIPP
We regard innovation as a critical part of the QIPP equation for delivering NHS quality and cost improvement goals. Yet in NHS reports and in the wider academic literature, the term gets used in a thousand different ways, with different meanings. In this blog, I describe a framework for making sense of innovation in an era of quality and cost improvement.
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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.
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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”.
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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?
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Comments (1)
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Comment on: Raising NHS staff wellbeing can ‘save trusts millions’
An important connection to make is the relationship between individual health/well being and organisational health. Healthy organisations are those with the chararcteristics and factors that will enable them to succeed in the future. This includes a well motivated and engaged workforce and the ability of leaders to focus beyond short term performance targets. The NHS Institute has just published an evidence review titled "Organisational and system health: a new perspective on performance?" You can download it at http://www.institute.nhs.uk/news/quality_and_value/organisational_health.html Helen Bevan is Chief of Service Transformation at the NHS Institute for Innovation and Improvement
