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The changing world of pharmaceuticals
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 than just a per-milligram dose […]
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The Primacy of Primary
For three decades our health and care policies vacillated between three competing needs, with the third priority having an increasingly dominant run.
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Unnecessary Variation
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
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Long Term Planning
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.
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Sustainable Leadership
It would be the approach to recruitment, retention and development of leaders and leadership teams at all levels of the NHS.
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QI Training
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.
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Practicus rises to #2 in IIM survey
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!
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Mental Health Awareness
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.
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Restructuring Funding
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.
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Stuck at the Border
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.
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