All Change management articles
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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
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CommentWhy behaviour change holds the key to scaling NHS innovation
At NCL Health Alliance, part of UCLPartners, behavioural science is helping staff adopt new systems that make care simpler and more sustainable
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NewsEx-NHSE director slams ‘appalling’ treatment of ICB staff
A recently departed NHS England national director has branded the treatment of integrated care board and NHSE staff as “appalling” amid the ongoing uncertainty over their roles.
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NewsNHSE’s improvement teams axed
NHS England’s elective, emergency care and mental health improvement support teams are being axed – and their staff and functions merged into the Getting it Right First Time programme, HSJ has learned.
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CommentNational priorities must not crowd out local initiatives
Wes Streeting seeks to drive NHS performance by shifting from top-down management to empowering staff and local teams. Sir Chris Ham explores what more will be required to support the hard work of delivering the 10-year health plan
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CommentWe don't know enough about what makes NHS managers effective
A research study seeks to understand what kind of management capacity the NHS actually needs and what makes for effective management capability, write Leo McCann, Ian Kirkpatrick and Kirsten Armit
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CommentShould the NHS quit X?
Racism still poses a complex and contentious challenge that is not being fully addressed. Creating more representative leadership and addressing the service’s involvement with problematic social media platforms are just two of the ways the service can help tackle the problem writes Edna Boampong