Please click through the diary to see upcoming events or look below for insights from our community meet ups.
In the second Webinar of our ‘Accelerated Change’ series, we examine how successful leaders leverage ambiguity to their advantage. In an increasingly complex environment where
This is the controversial conclusion reached by author Catherine Hayes in her recently released book, Transition Leadership, Navigating the Complexities of Change. For many in
For many commentators COVID-19 has not changed the future, it has simply brought it forward. Surpassing trend predictions are remote working, online collaboration and process
With collaboration between Healthcare systems in response to COVID-19 at an all-time high, we hosted a Webinar today to look at how the impetus for integrated change can be sustained and enhanced as we imagine the future of healthcare in the UK.
Practicus recently held a Round Table event to explore what problems technology could solve in health and social care this decade? Although the Coronavirus was
With COVID-19 having a significant impact on businesses throughout the world, we spoke with Practicus community member, Nik Butcher, an expert in Engaging and Rewarding people and the founder of Chuangyi and SEE Reward.
As an operational leader in the NHS, I would want to change the number of opposing constitutional standards.
It would be to make governance more consistent. To my mind, governance should be like a game of premier league football…
I’d love for the NHS to be removed from political change. I know this is a Nirvana-like state but we can all dream.
It would be to ensure collaboration and cooperation are embedded into every aspect of the NHS. I have seen first-hand, the power that collaboration has in delivering sustainable high quality services.
It would be that out-of-hospital services, provided by a combination of acute hospitals, community health & social care organisations and the voluntary sector, are frequently disconnected.
Whenever I support an organisation with the development of their savings programme…
Recently, one of our clients came to us with a question. They wanted to know what would be the best HR system for their organisation.
I would change the financial incentives so that all organisations are rewarded for the achievement of patient-determined outcomes….
The amount of NHS footprint that goes unused on a routine basis borders on the criminal and needs to change…
We’ve been talking about integrating health and social care for many years now – and yet evidence of meaningful progress is rarely seen.
The benefits of digital as a channel to customers are well established. What often proves more elusive for large organisations are the substantial cost savings
The obvious ‘one thing’ that most would choose would be more money! But I am convinced that would not be the solution and would actually compound the already lopsided current system.
I’d restore ‘Prevention of ill-health’ as a key priority for the NHS. One of the less controversial aspects of the Health and Social Care Act 2012 reforms at the time, was the transfer of public health commissioning from the NHS to local authorities.
The Off-Payroll Rules/IR35 is not new tax legislation. Rules have been in place since 2000. However, changes to these rules were implemented in the Public
The Off-Payroll Rules/IR35 is not new tax legislation. Rules have been in place since 2000. However, changes to these rules were implemented in the Public
We invest billions every year in pills, potions, treatments and surgery and yet we invest little in psychological support. And I don’t mean counselling – I mean psychological support delivered by highly – skilled clinicians.
The world of Pharma is undergoing significant change. “Big volume is now generic. To add value, you need to actually have a different proposition rather
For three decades our health and care policies vacillated between three competing needs, with the third priority having an increasingly dominant run.
About the NHS it would be its lack of consistency. I spend time in a lot of different organisations and there are significant variations in practice that can mean less than optimal clinical care for patients, as well as additional unnecessary expens
Apart from the obvious wish for enhanced funding to arrive, the greatest limitation I have found with the NHS is the inability to plan service delivery (and thereby cost savings) over a long period.
When the leading Business Architect for Lloyd’s of London, Neil Williams engaged Practicus, his ambition was to resurrect an initiative that had previously struggled to
It would be the approach to recruitment, retention and development of leaders and leadership teams at all levels of the NHS.
After training over a thousand leads and clinical staff in the use of Quality Improvement (QI) tools, I am passionate about skills and capability building for NHS staff. If we always do what we have done, we will get the same results.
t has been a good first half to the year for Practicus. We turned 15 years old, we launched new value-added services based on our ONE + MANY model and we came 2nd in the Institute of Interim Management’s provider survey 2019, our highest ever position!
Research shows that mental health problems in the workplace cost UK employers £26 billion per year, averaging £1,035 per employee. In fact, the vast majority of people will be impacted by mental health problems at some point in their life.
Having spent over 12 years in the NHS in a variety of consulting roles – mainly focused on transformation and turnaround challenges – I have seen huge change. Some of this has been progressive but unfortunately, a lot has been unsuccessful, failing to deliver both sustainable benefits for patients and staff, or efficiency gains and financial improvement.
Mark Chapman, CEO at Alliance Medical Group talks to us about the benefits of being part of the Practicus Community and how it can be
It would be around the “connectivity of care” and effective seamless “handovers” – or dare I say it, have no “handovers” at all!
t is widely known that with every “hand off” at least 1-2 days delay are inbuilt into the patients journey – which can lead to more mistakes, confusion around who has done what already, deterioration of the patient, re-reviewing patients and Community out of-hospital staff having difficulty locating and receiving patients.
The purpose of this roundtable discussion was to ask senior NHS leaders, including COOs, CFOs, CEO’s and Turnaround Directors their thoughts and innovative suggestions on how we can deliver and maintain sustainable change within the healthcare sector.
The NHS is steeped in history and tradition, and has a strong surrounding infrastructure to support regulatory compliance, but sometimes this can lead to compartmentalisation of roles. I would change the way we think about clinical governance and how it sometimes gets separated out from operational and financial activity.
The value and place of the NHS is not in question, nor is its contribution to the quality of all our lives. But something needs to change if policies on personal responsibility are to embed more widely
The purpose of this event was to discuss the current issues surrounding women in Life Sciences and the various ways women can succeed in senior positions.
f I could change one thing (politics aside) it would be to take a sledge hammer and open the whole lot up, take away the barriers, share information openly and work as a truly single organisation, only then will we be able to get to the root cause of our problems and solve them together.
Now that the CEO of Lloyd’s of London, John Neal, has released his strategy aimed at shaping the future of the world’s (re)insurance market, we
For the longest time, healthcare providers in both the public and independent sector have depended on agency staff, particularly around nursing, in order to meet their organisational objective.
On Tuesday 9th April, we ran our ‘HR High Tea: Reward Strategy – Achieving more with Less’ event at Albert’s- Beaufort House in Chelsea to discuss ways companies can do more for less in the HR reward space. The session was led by Nik Butcher from Chuangyi Group.
It would be for evolving health and care systems to have available the workforce they really require. Fundamentally, we are in a place where the services that are there to support the health and care needs of individuals, do not have the key individuals they need to do so. For several years now, it has been well-recognised that professionals in key disciplines are in desperately short supply.
It would be with management structures. The great companies have one thing in common: a world-class management system. One that cascades from top to bottom of the organisation, allowing management of their business at all levels and a clear line of sight from board to shop floor.
’d use the average income per specialty information to achieve standardisation of funding to providers across the NHS. National data exists or can be generated that would provide a basis for comparison to a peer group of similar providers at a specialty level.
When the NHS celebrated its 70th Birthday in 2018, the government announced £20bn a year in extra funding by 2023. As NHS leaders announced their
Have you ever been in one of those situations where you really don’t fit in but have the good fortune to meet someone who thinks
by Carl Stevenson At the end of 2018, Practicus coordinated a roundtable – hosted by Alliance Healthcare – that brought together leaders from independent healthcare
by Darren Tolhurst, CEO. It’s taken us 15 years but we think we’ve finally cracked it! We set out in 2004 to change the way
by Lawrence Hill. A night of open, honest discussion around the art of the possible. There’s a lot of excitement about Business Intelligence (BI) tools
by Carl Stevenson, Managing Consultant. I wrote recently that the workforce problem facing independent health due to Brexit was really an intensification of long-standing hiring
by Carl Stevenson, Managing Consultant. There may be six months to go before the UK leaves the European Union but the EU worker tap has
In this series, we interview a respected change leader to discuss the successes and hard lessons that made them who they are today. This month,
By Lawrence Hill. Traditionally, executive search has always been about… well, searching for the right executive. But a recent survey conducted across 16 UK sectors
In this series, we interview a respected change leader to discuss the successes and hard lessons that made them who they are today. This month,
by Ben Culora. As boardrooms across the world grapple with shaping a data-driven future for their business, there is real danger in believing the need
In this series, we interview a respected change leader to discuss the successes and hard lessons that made them who they are today. This month,
As pressure on Outpatients performance increases, we speak to Steve Gasking, an interim transformation director with more than a decade’s experience in acute environments. With
It’s interesting the ideas that come up in conversation when you are networking with people who share your interests. Take the example of two Scottish
Idris Kamara interviews Aya Ferguson about effective ways to improve the success of Higher Education change initiatives. It’s no secret that there is a bit
by Natalie Allen. As someone who places senior interim executives into companies, I often find that many still have a mythological fear about choosing interims
