All Change management articles – Page 31
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CommentStephen Eames on the need to make changes
Sunday morning and it looks as if it is going to be a hot day - a precursor to a long hot summer dominated by organising surge plans to combat pandemic flu, while digesting the impact of another central initiative on quality, innovation, improvement and productivity, otherwise known as “QIPP”.
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CommentYour Humble Servant on private lessons
We are all still reeling from the shock news of Mark Britnell’s sudden departure for pastures more remunerative. Thankfully he has left us with a commissioning sector which no one else in the world can match… and oddly none has sought to do so.
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NewsCompetition panel examines trust takeover bids
The co-operation and competition panel is investigating the takeover of a trust that was not going to succeed in becoming a foundation.
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CommentThe social care green paper: What's in it for the NHS?
NHS managers could be forgiven for asking why they should be interested in the government’s long-awaited Green Paper on adult social care. The prospect of swine flu, shifting political priorities and impending fiscal gloom might seem enough to worry about.
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NewsCost of regulation merger reaches into millions
Health regulators have spent millions on failing IT systems, empty offices and redundancy payments.
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NewsFinance directors plan to renegotiate supplier contracts
NHS finance directors are increasingly pessimistic about the financial outlook for their organisations and plan to address their concerns by renegotiating contracts with suppliers.
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CommentAndy McKeon: saving £15bn-£20bn will be no summer holiday
This summer senior NHS managers have been set a problem they will still be studying for months ahead - how to save £15bn-£20bn over three years from 2011.
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HSJ KnowledgeFT competencies: a new look for leaders
The next step in the evolution of foundation trusts will require their top people to develop different leadership skills from those that did the job in the early days
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CommentPaul Corrigan: the future of foundation trusts
The biggest clash between NHS culture and strategy continues to be found around foundation trusts.
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CommentJon Restell: how to cope
The ever rolling aftermath of the credit crunch – a new angle every day – makes horizon scanning a full time job. For those who only have time for a quick look up from the grindstone, I list the main trouble spots, as I see them, and some suggestions on ...
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NewsBuilding Britain's Future hints at threat to SHAs
The government has set out plans to turn NHS targets into enforceable patient entitlements in a move that is likely to see the role of strategic health authorities reduced.
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HSJ KnowledgeBook Review: Who Moved My Cheese?
This book’s a bestseller, but could all those mice have possibly got it wrong?
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NewsLondon stroke and trauma shake-up gets public approval
London’s primary care trusts are claiming a success in their bid to consolidate stroke and trauma services in the capital.
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CommentYour Humble Servant on the NHS reshuffle
To: Don Wise, chief executiveFrom: Paul Servant, assistant chief executiveRe: NHS reshuffle
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NewsDavid Nicholson gives leaders a license to experiment
NHS chief executive David Nicholson has pledged that managers will not risk their jobs if they experiment with new ways of delivering services.
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CommentLord Darzi on the first year of high quality care for all
The NHS’s cup is not running over as the service enters a period of increasing financial pressure, but the vintage laid down last year offers the best hope for everyone’s future
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CommentPete Mason on surviving change
To say that the health service is drastically changing is like pointing out that the sun is warm.
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HSJ KnowledgeBook Review: The Handbook of Large Group Methods
Study the best ways for large groups to work together, says Julia Tybura
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BlogsOn Arctic marathons and large scale change
Training to run an Arctic marathon has made me reflect on the psychology of large scale change.
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CommentStephen Eames on large scale health solutions
Writing this, I know there will be catcalls from many quarters because as a chief executive of a large acute organisation I will be regarded as self interested, self serving or at worst unreconstructed, but here goes.