All Change management articles
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News
Revealed: huge variation in NHSE regional job cuts
The level of job cuts across the NHS England regional teams is set to vary significantly, with London’s headcount reduced by around half but another region facing a cut of around just 15 per cent, HSJ can reveal.
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NewsTrust loses ‘outstanding’ rating
A trust’s leadership has been downgraded from an “outstanding” rating to “requires improvement” by the care watchdog, which cited poor management practices, “pockets of poor culture” and bullying.
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HSJ PartnersStrengthening NHS leadership through emotional intelligence
Across the NHS, chief executives and senior leaders are facing a familiar set of pressures: falling staff morale, workforce shortages, and relentless operational demands. These challenges dominate today’s leadership conversations. Yet within them lies an opportunity to rethink how leadership itself is developed and practised.
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News‘Plan ahead’ to avoid EPR delays, says veteran tech lead
Trusts need to “plan ahead” to avoid “interventions from NHS England” when launching electronic patient record systems, according to a leading tech chief.
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NewsICBs accused of ‘nonsensical’ job matching in ‘rushed’ merger
Three integrated care boards have been accused of overseeing a “deeply flawed” merger programme, including a “nonsensical job-matching process”.
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HSJ LocalCEO: We have ‘hurt and let down’ our staff
A hospital group CEO says its leaders have “managed to let people down” and, in some cases, “disconnected” from their staff, in response to very poor NHS Staff Survey scores.
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CommentSuccessful tech business cases do not have to offer cash savings
Humber Teaching Foundation Trust’s new EPR delivered no cash savings – by design. Lee Rickles, its chief information officer, argues the real return lies in clinical time, safety and user experience, not balance sheet gains
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CommentIs it possible to be a compassionate leader in today’s NHS?
Compassionate leadership endures in intent, but sustained system pressure is quietly exceeding the human capacity required to sustain it
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CommentUnder-pressure boards abandon curiosity for grip at their peril
When under strain, boards signal what truly matters, and those signals decide whether learning thrives, stalls, or disappears when needed most
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CommentWhy improvement programmes fade away
Improvement endures only when boards protect learning, and do not treat it as optional
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CommentSlow NHS decision-making makes it vulnerable to cyber attacks
When time-critical risks escalate, NHS governance that treats delay as neutral can unintentionally amplify harm and undermine patient safety
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CommentBeware: Reassurance is not assurance
When confidence in NHS service models wobbles, senior oversight can reassure – but without explicit governance, it may fall short of providing real assurance
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NewsICB chief apologises for restructure ‘mistakes’
An integrated care board chief has apologised for “mistakes” made in the organisation’s redundancy process.
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CommentCompassionate leadership is not just about ‘being nice’
Compassionate leadership isn’t the problem for the NHS; practising it superficially is. Real compassion already includes clarity, boundaries, and action
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CommentNHS reform is having a disproportionate impact on female staff
NHS reform is accelerating. How leaders support and retain diverse women during change will determine delivery, capacity, and long-term success
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CommentWhy pharmacy is still excluded from neighbourhood care
Community pharmacy is one of the NHS’s most accessible assets, yet it remains largely excluded from new integrated care models.
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CommentThe NHS risks going backwards on patient safety
NHS organisations are beginning to shift from blame-focused incident management to systems-based learning. But with old cultures still deeply embedded and operational pressures mounting, leaders and regulators must actively resist a return to defensive, compliance-driven thinking
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NewsCEO turnover hits 25% as ‘scrutiny ratchets up’
One in four trusts saw their chief executive change last year, which senior figures say reflects “onerous” performance management being “ratcheted up” – and a problem retaining leaders.
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NewsTrust takes control of ‘toxic’ service at ‘under siege’ neighbour
A small hospital’s general surgery service is being taken over by a neighbour, after a review found “unacceptable” care standards and reported concerns about a “toxic culture”.
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CommentLeaders must be realistic as well as compassionate
More than a decade of training leaders in compassionate behaviours is failing under NHS pressures. A new ‘realistic leadership’ model offers clarity, presence and resilience as the internal foundation that compassion needs to survive