All articles by Phil Kenmore
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HSJ KnowledgeFish for the best variety of CCG
CCGs will be more like a colourful array of tropical fish than a dull salmon farm
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HSJ KnowledgeSolid foundations: how to lead successfully in the new foundation landscape
Life after authorisation will present new and unusual challenges for many foundation trust executives. Phil Kenmore and Simon Bird have four tips to help them with their survival - and look toward a successful future.
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HSJ KnowledgeGetting health and wellbeing boards into gear
Making collaborative bodies such as health and wellbeing boards work can be difficult. But approach the development of these local partnerships in the right spirit and much can be achieved, says Hay Group director of public sector practice Phil Kenmore.
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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 KnowledgeHow localism can work for the NHS
What are the advantages, opportunities and risks of the localism the government wants for services and how will ‘citizen leaders’ manage their roles? Phil Kenmore looks at the implications
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HSJ KnowledgeSuperheroes of the boardroom: how to create a top team
Great leadership goes beyond the individual - and the ultimate top team combines strengths for the common good, says Phil Kenmore
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HSJ KnowledgeA social plan to ease NHS savings pain
The Canadian approach in the 1990s to making society-wide budget reductions has some highly relevant lessons for an NHS facing spending constraints now, says Phil Kenmore
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HSJ KnowledgeEssential items for your NHS recession survival kit
The lean thinking needed during hard economic times is an eye opener for better management, says Phil Kenmore
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HSJ KnowledgeNHS mergers: master the art of joined up thinking
Merger is a course of action that will only succeed if its aims are clearly defined from the start, warns Phil Kenmore
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HSJ KnowledgeNHS productivity: how to maximise the year ahead
Health and social care services need to fully engage frontline staff, not just leaders, to meet financial constraints while safeguarding quality delivery. Phil Kenmore explains
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HSJ Knowledge
Non-executive directors: driving performance in the NHS
Phil Kenmore examines the challenges facing NHS non-executive directors in driving better organisational outcomes, achieving change and holding executives to account
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Comment
To George Jenkins, interim chair of Maidstone and Tunbridge Wells
Having been in place for only a short time, it will no doubt be apparent to you and Glen Douglas, your interim chief executive, that you have taken on a tough job.
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Comment
Phil Kenmore on Agenda for Change
With a lack of focus on underlying behaviours, Agenda for Change cannot deliver long-term results, says Phil Kenmore