All articles by Stephen Eames
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HSJ InteractiveFrom success regime to successful integrated care system
Stephen Eames reflects on the journey of North Cumbria University Hospitals Trust from being in special measures to leading a thriving integrated care system
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CommentLocal solutions are best for integrated care
Avoiding the pitfalls of top-down reorganisation
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CommentThe NHS must gear up to meet the challenge of workforce planning
Trusts should take a leaf from the car industry
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HSJ KnowledgeThe challenge of building mutual trust
Trust is essential to delivering change in the NHS
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HSJ KnowledgeHow to get your workforce working
The NHS should look at car manufacturers when it comes to workforce planning
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Comment'Hospitals should be hungry for quality patient meals'
“The story of the failure to provide tasty, healthy food in British hospitals is a result of an indefensible failure by those in charge of hospitals to understand the basic importance of good food to good health.”
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Comment'Successful localism needs everyone working together'
The principle in devolving power from the centre into the hands of communities is a worthy one, but it should not obstruct those already well-run and successful regional programmes, says Stephen Eames.
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CommentStephen Eames: there's no time like the present for planning
The late, great industrialist Sir John Harvey-Jones said: “Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression.”
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CommentHow to lead NHS transformation
The discussion in GP land continues to rage between those who oppose the reforms, and those who support them.
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CommentScaling up collaboration: the public health manifesto
I recently had the privilege of attending a lecture by Sir Michael Marmot, the guru of health inequalities and public health.
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CommentStephen Eames: it's time to embrace disruption
We are entering a new phase of reform which some see as reckless tampering and others as the natural evolution of the NHS from a superstate behemoth to a consumer-driven 21st century business.
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Comment'People expect public servants to preserve the public good'
The public sector is commonly perceived to be stuffed with overstaffed bureaucracies and far too many tiers of administration, and therefore it is usually concluded by external commentators that private companies produce far better leaders.
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CommentTake the lead in preventing ill health
Throughout the 1960s and 1970s Britain was known as “the sick man of Europe”. Then it related to industrial strife and poor economic performance. Now we are in danger of regaining that mantle, but this time in public health terms.
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Comment'We all know NHS change will keep coming - the trick is to adapt'
In the immediate wake of the white paper it would be churlish to ignore what are potentially the most significant changes in the history of the health service.
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CommentStephen Eames on GPs in the hotseat
At a recent dinner party, a fellow guest, who happened to be a GP, said: “If I was to invite my colleagues to a meeting about practice based commissioning, I would be there on my own with the sandwiches” (well, actually these days it would be without the sandwiches.).
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CommentStephen Eames on the NHS leadership race
Research by McKinsey shows companies like to promote the idea that employees are their biggest competitive advantage. Yet most are as unprepared for the challenge of finding, motivating and nurturing talent as they were a decade ago. Why?
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CommentStephen Eames on NHS merger turkeys
Most evidence of the impact of mergers is mixed and suggests benefits do not always materialise.
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CommentStephen Eames on quality vs cost
One thing I have learnt over the years is the propensity of strategic development, planning and associated processes to dominate and consume inordinate amounts of time, often with limited output.