All Change management articles – Page 23
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HSJ KnowledgeMaking changes to achieve savings - without disastrous consequences
In managing the NHS, we have choices. When we have a difficult problem do we think radical, fundamental, realistic, or painstaking? Jan Filochowski, chief executive of West Hertfordshire Hospitals Trust, says that when push comes to shove, it’s worth being an evolver more than a radical, and a realist more ...
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CommentBill Moyes: the reform agenda presents a massive opportunity
The government’s reform agenda for the NHS isn’t the beginning of the end of a primarily tax funded healthcare system. The reforms are probably the best way to preserve that for another generation or more. So, instead of focusing on the risks, let’s give more attention to the opportunities.
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HSJ KnowledgeReal healthcare reform needs a new conceptual landscape
Real healthcare reform requires a fundamental change in thinking, because more of the same just won’t do the trick, says Ann Porter, founder and chief executive of social innovation company Soda.
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Comment'It makes a welcome change to hear praise for NHS managers'
Sir David Nicholson’s letter to colleagues after the spending review recognised that great public service leadership “more than anything else” will be central to improving quality and productivity.
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CommentYour Humble Servant: health mogul
‘Family doctor to health mogul? It’s what my patients want for me’
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HSJ KnowledgeOptimising patient flow in A&E
The pressing need to optimise patient movement through A&E prompted the design of an urgent care centre which combines both GPs and emergency professionals. Mark Mould, acting chief operating officer at University Hospital of North Staffordshire Trust, clinical lead for emergency medicine at University Hospital of North Staffordshire Trust Dr ...
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HSJ KnowledgeCommissioning consortia must avoid top-down organisation
The organisational make-up of commissioning consortia needs to break from the existing PCT structure. Ben Gowland, chief executive of Nene Commissioning Community Interest Company, explains why.
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CommentSuccessful healthcare mergers, like marriages, need a lot of hard work
Mergers and acquisitions of healthcare organisations in the developed world have become much more commonplace over the last decade.
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HSJ KnowledgeHospital Landscape: a winning attitude to improved performance
A diagnostic tool from McKinsey is helping hospital leaders discover more about the limits of what is possible in performance. In the latest Hospital Landscape update, Neil Griffiths and colleagues look for fresh insights from existing data.
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NewsJust one in five DH staff say change is managed well
Only one in five Department of Health employees believe change is managed well, according to staff survey results.
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HSJ KnowledgeThe transition from primary care to independent provider
Reflecting on our transition to an independent provider of NHS care, one central word that seems to have held a unique place within the process and still resonates with City Health Care Partnership CIC is: “why?”
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HSJ Knowledge
The value of NHS identity in change management
Making significant structural changes to large organisations is challenging and fraught with risk.
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NewsNigel Edwards to leave NHS Confederation
Nigel Edwards will end his 12 years at the NHS Confederation this summer after deciding not to put himself forward for the position of chief executive.
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Comment'Time to scrap GP exception reporting'
We must now scrap exception reporting by GPs in the quality and outcomes framework.
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Comment'We all know what’s wrong with the NHS'
There are too many hospitals swallowing up too much money for too little return. Which is fine until you try to close or downsize one, and all hell breaks loose.
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Comment'Accountability in the NHS is a mess'
Ministers in Whitehall have excessive powers to interfere and meddle in local operational issues, with primary care trusts controlled by strategic health authorities and SHAs by Whitehall.
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News'Stalinist' controls grip expiring SHAs
The Department of Health has handed the NHS a set of 116 performance measures and 24 further priorities for 2011-12, as its “Stalinist controls” on the transition process become clear.
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NewsNicholson: NHS commissioning board will step in if consortia falter
In the first interview since his appointment as chief executive of the NHS Commissioning Board, Sir David Nicholson has outlined the measures it could take against poorly performing commissioning consortia.
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CommentMichael White: ministers are puzzled by the BMA’s hostility
It remains a guiding principle of this column that any policy opposed by the British Medical Association can’t be all bad.