HSJ brought together a dozen NHS trust chief executives drawn from its list of the NHS’ top 50 trust chief executives published in March to discuss the personal and organisational impact of the pandemic

The NHS probably saw more operational change during the covid pandemic than it had for a decade beforehand. The rapid expansion of intensive care capacity, the use of online consultations, and the deployment of staff into unfamiliar areas were all unprecedented in their speed and impact. But there were also some unwanted consequences of the pandemic – such as the growth of waiting lists for elective treatment and some cancer patients facing delays in their pathways.

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But is the NHS at a 1948 moment of truly transformative change? And have there been other, perhaps more subtle, changes which will have a long-lasting impact? Some of HSJ’s top 50 chief executives met remotely to debate these and other key questions.

Read the full report here.


Alastair McLellan, HSJ editor and chair

Patricia Miller, Dorset County Hospital Foundation Trust

Andrew Ridley, Central London Community Healthcare Trust

David Loughton, Royal Wolverhampton Trust and Walsall Healthcare Trust

Dame Jackie Daniel, Newcastle Hospitals Foundation Trust

Angela Hillery, Northamptonshire Healthcare Foundation Trust and Leicestershire Partnership Trust

Sam Allen, Sussex Partnership Foundation Trust

Glen Burley, Wye Valley Trust, South Warwickshire Foundation Trust and George Eliot Hospital Trust

David Probert, Moorfields Eye Hospital Foundation Trust

Richard Mitchell, Sherwood Forest Hospitals Foundation Trust

Rob Webster, South West Yorkshire Partnership Foundation Trust

Raj Jain, Northern Care Alliance

Neil Dardis, Frimley Health Foundation Trust

Kate Wilson, senior client partner, Korn Ferry