All articles by Helen Bevan – Page 2
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Blogs
Change agents for quality and productivity
If we look globally at those healthcare systems that deliver outstanding performance in cost and quality, a common characteristic is a systematic approach to capability building for improvement. How do we build this in the NHS?
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Blogs
Innovation for higher quality and lower costs
At no other time in its history has the NHS needed innovation for service delivery as badly as it does now. But innovation won’t just happen, even if we give it a high strategic priority. We need to take a systematic approach to innovation practice, building it into every aspect of daily work.
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Blogs
It’s adapt or die for the quality improvement movement
-The healthcare quality improvement movement needs to step up to the challenge of cost constraint. It’s an “adapt or die” situation.
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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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CommentHelen Bevan on the pitfalls of NHS cost reduction
I have just returned from an international improvement forum, involving healthcare leaders from 67 countries. Everyone was talking about the economic challenges ahead.
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CommentHelen Bevan on productive communities
I want to tell you about the learning emerging from Productive Community Services, which the NHS Institute will launch later this year.
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Comment
Helen Bevan on NHS organisational culture
To achieve the breakthroughs we seek in quality and efficiency, we need to focus NHS change efforts not just on new strategies and working practices but on new ways of thinking.
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HSJ Knowledge
Helen Bevan on NHS innovation
Innovation is a core theme for the next phase of NHS development. Innovation is about doing things differently or doing different things to achieve large gains in performance.
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News
Helen Bevan on the six lessons of success
This is my 11th year as a national improvement leader in the NHS. During this time, I have led or supported more than 70 major national improvement initiatives, in priority areas such as quality, emergency care, waiting times, cancer services, leadership and care closer to home. Yet I have never ...
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Comment
Helen Bevan on large-scale change in the health service
A sea change is happening in the way we approach large-scale change in the health service.
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Comment
Helen Bevan on NHS finance directors
As an NHS improvement leader I work with many staff groups. One group that was barely on my radar a year ago, but with which I now work with regularly, is NHS finance leaders.
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Comment
Helen Bevan on paths to improvement
The title of Lord Darzi's report - High Quality Care for All - proclaims the significant and welcome focus on quality improvement in the next phase of NHS reform.
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Comment
Helen Bevan on the NHS as a global leader
I have just returned from Saskatchewan, Canada. I was invited to the province as a 'critical friend' of its healthcare transformation strategy.
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Comment
Helen Bevan on implementing Darzi
What will it take to deliver the recommendations of Lord Darzi's next stage review?
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Comment
Helen Bevan on workload liberation
Over the last decade, I have made many attempts (some documented in this column) to improve my personal work systems and processes but struggled to sustain them under the burden of a growing workload.
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HSJ Knowledge
Helen Bevan on the shape of things to come
I'm proud to be a Coventry resident. Among Coventry's many attributes are a) it's the home of the NHS Institute and b) it has its own Ikea store.
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HSJ Knowledge
Helen Bevan on the productive theatre
Hot on the heels of the successful Productive Ward, the NHS Institute has begun the Productive Operating Theatre programme in response to great demand.
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HSJ Knowledge
Helen Bevan on world class commissioning
To make world class commissioning a reality, we must challenge our existing mindsets
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HSJ Knowledge
Helen Bevan on personal assistant power
We have just completed the initial test phase of our NHS Productive Leadership Team programme. The participating local NHS leaders have shown it is possible to reclaim a day's worth of time a week by improving their e-mail and meetings management and adopting new personal work processes, writes Helen Bevan
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HSJ Knowledge
Helen Bevan on signature processes
'Best practice is limited by its very nature. It comes from a common pool of knowledge, which means it can be copied by others, who may be able to catch up and overtake you'
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