『Delivery by Design』のカバーアート

Delivery by Design

Delivery by Design

著者： Alastair Mitchell-Baker
無料で聴く

【Amazonプライム会員限定】今ならプレミアムプランが4か月 月額99円。

10月19日まで。※適用条件あり
Welcome to Delivery by Design, the podcast that explores how organisations move from good ideas to real impact. Hosted by Alastair Mitchell-Baker from Tricordant, this podcast looks at what it truly takes to deliver results in complex organisations. Each episode brings conversations with leaders, consultants, and practitioners who are working on the front lines of organisational change, leadership, and system transformation. From strategy and organisation design to leadership development and systems thinking, Delivery by Design uncovers how successful organisations align people, structure, and culture to achieve meaningful outcomes. Whether you're navigating transformation, improving how teams work together, or shaping the future direction of your organisation, this podcast offers practical perspectives and real-world experiences from those doing the work. Tricordant has spent years helping organisations design healthier, more effective systems that allow people and teams to perform at their best. In this podcast, those ideas come to life through stories, lessons, and conversations that show what it takes to turn vision into delivery. If you care about leadership, organisational effectiveness, and creating workplaces that truly work, Delivery by Design brings the thinking and experience behind successful change.Copyright 2026 Alastair Mitchell-Baker マネジメント マネジメント・リーダーシップ 経済学
エピソード
  • What the NHS Needs to Get Right About Operating Models? with Suzanne Rankin

    What the NHS Needs to Get Right About Operating Models? with Suzanne Rankin
    2026/09/16
    In this episode of the Delivery by Design Podcast, Alastair Mitchell-Baker speaks with Suzanne Rankin, former Chief Executive Officer at Cardiff and Vale University Health Board and the newly appointed Chief Executive Officer of Hampshire and Isle of Wight Healthcare NHS Foundation Trust, about leadership, operating models, and redesigning healthcare organisations for the future.Suzanne shares her journey from registered nurse and Royal Navy medical service leader to chief executive of large and complex healthcare organisations. She explains why an operating model is more than organisational structure.The conversation explores lessons from military leadership doctrine, the importance of consistency and organisational memory, and how healthcare systems can work across organisational boundaries to deliver more integrated, neighbourhood-based care. Suzanne also reflects on how her nursing values have shaped her leadership approach, the changing role of ward leadership, and why visible, compassionate leadership remains essential in modern healthcare.Key Takeaways:Why an operating model must connect strategy, culture, systems, and behaviours to effective delivery.How military leadership doctrine provides lessons for consistency, trust, and organisational alignment.Why continuity of leadership and corporate memory are critical for long-term organisational performance.How integrated planning across health and care systems can improve patient pathways.Why neighbourhood health models require new ways of working across acute, community, primary, and social care.How Suzanne’s nursing values continue to shape her approach to leadership.How visible leadership and listening to staff and patients help create sustainable change.Noteworthy Quotes:“An operating model is the way we organise ourselves, and that can be structure, but it is certainly not structure alone.” – Suzanne Rankin“Linking strategy to delivery is the bit between — that is your operating model.” – Suzanne Rankin“If you have to use your rank to get something done, then you are failing as a leader.” – Suzanne Rankin“Consistency in the NHS is not spoken about enough and should be sought more often.” – Suzanne Rankin“Designing an operating model is quite straightforward. Implementing one is a whole different beast.” – Suzanne Rankin“The best clinical tool in your toolbox is your eyeball followed by your nose and your ears and your mouth.” – Suzanne Rankin“Every day I’m learning something.” – Suzanne RankinKey Timestamps00:00 - Introduction: Suzanne Rankin’s leadership journey from nursing to chief executive01:57 - What does an operating model mean in practice?05:34 - The challenges facing modern healthcare organisations08:51 - Building consistent leadership approaches across healthcare14:32 - Relationships, trust, and leading across healthcare systems16:20 - Creating integrated, patient-centred pathways across organisations21:03 - Breaking down barriers between primary, community, and acute care26:10 - Challenging outdated processes and removing unnecessary rules28:12 - How nursing values shaped Suzanne’s leadership approach31:33 - How healthcare delivery has changed for frontline nurses35:48 - Strengthening ward leadership and empowering frontline teams39:01 - Beginning a new leadership role through listening and learning40:33 - Resilience, vulnerability, and leading through difficult times43:05 - Closing reflections on leadership and healthcare transformationDisclosure: Portions of this episode (such as the introduction or promotional segments) use AI-generated voice narration produced under human editorial review.Follow Our Guest, Suzanne Rankin:Suzanne Rankin LinkedIn: https://www.linkedin.com/in/suzanne-rankin-2a277028/ Cardiff and Vale University Health Board LinkedIn: https://www.linkedin.com/company/cardiff-and-vale-university-health-board/ Hampshire and Isle of Wight Healthcare NHS Foundation Trust Website: https://hiowhealthcare.nhs.uk/ Connect with the Host, Alastair Mitchell-Baker:LinkedIn: https://www.linkedin.com/in/alastair-mitchell-baker-a01babb/Follow our Colleagues from Tricordant: Andrew Liles: https://www.linkedin.com/in/andrew-liles-282b1792/ Yasmin Wills: https://www.linkedin.com/in/yasmin-wills-b72535146/ Nick Richmond: https://www.linkedin.com/in/nickgmrichmond/ Helen Blanchard: https://www.linkedin.com/in/helenblanchard21/ More from Tricordant:Website: https://www.tricordant.com/YouTube: https://www.youtube.com/channel/UCo2WP_UCnm-tszOIc87O36QLinkedIn: https://www.linkedin.com/company/tricordant-ltd/Email: office@tricordant.com Follow the Podcast:Apple Podcasts: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
    続きを読む 一部表示
    44 分
  • Can Healthcare Executives Lift KPIs through a People-First Strategy? with Giovanna Leeks

    Can Healthcare Executives Lift KPIs through a People-First Strategy? with Giovanna Leeks
    2026/09/02
    In this episode of the Delivery by Design Podcast, Alastair Mitchell-Baker speaks with Giovanna Leeks, wrapping up her time as Chief People Officer at Princess Alexandra Hospital NHS Trust, about putting people, culture, and relationships at the centre of NHS transformation.Gio explains why an effective people operating model goes beyond HR policies and processes. She discusses balancing data and structure with the human side of leadership, building psychological safety and a just culture, and making leadership more visible and accessible.The conversation also explores the new hospital programme, moving appropriate services into community settings, and redesigning care around local needs. Gio explains why collaboration across acute care, primary care, community services, social care, and local authorities is essential for improving patient care and making better use of resources.Key Takeaways:Why NHS operating models need to balance structure and data with a people-centred approach.How psychological safety, just culture, and visible leadership can strengthen workplace culture.Why moving suitable services into community settings can improve patient and staff experience.How collaboration across acute, primary, community, and social care can reduce organisational silos.Why Chief People Officers need to play a wider role in culture and organisational transformation.Noteworthy Quotes:“If you have a people-led organisation, people will, because they feel valued, give their 100%.” – Giovanna Leeks“It’s all about those people soft skills, but actually they are absolutely integral.” – Giovanna Leeks“You cannot make the judgement from the start that they are guilty.” – Giovanna Leeks“You have to keep checking the temperature.” – Giovanna Leeks“It is about talking to people. It’s about being accessible.” – Giovanna Leeks“There’s no way back. We need to keep working together for a better use of the resources, but also for better patient care.” – Giovanna Leeks“It’s not just about HR policies and processes. We need to be looking at people. We need to be supporting our community.” – Giovanna LeeksKey Timestamps00:00 - Introduction: People-first leadership and the purpose of the NHS01:54 - What does an operating model mean in practice?04:47 - Building a people-focused HR operating model07:20 - Moving from a finance-led to a people-led organisation10:46 - Psychological safety and encouraging staff to raise concerns17:23 - The new hospital programme and transforming services22:57 - Improving the experience for patients, staff, and the community25:16 - Developing and maintaining organisational culture29:30 - The importance of executive visibility and listening to frontline staff33:23 - Can a people-first approach work in larger organisations?37:47 - Breaking down silos across healthcare organisations40:00 - Developing collaboration across acute and primary care42:23 - The future role of Chief People Officers in the NHS44:38 - Closing reflections and Gio’s move to Whittington HealthDisclosure: Portions of this episode (such as the introduction or promotional segments) use AI-generated voice narration produced under human editorial review.Follow Our Guest, Giovanna Leeks:Giovanna Leeks LinkedIn: https://www.linkedin.com/in/gioleeks/ The Princess Alexandra Hospital NHS Trust LinkedIn: https://www.linkedin.com/company/nhs-at-princess-alexandra-hospital/ Connect with the Host, Alastair Mitchell-Baker:LinkedIn: https://www.linkedin.com/in/alastair-mitchell-baker-a01babb/Follow our Colleagues from Tricordant: Andrew Liles: https://www.linkedin.com/in/andrew-liles-282b1792/ Yasmin Wills: https://www.linkedin.com/in/yasmin-wills-b72535146/ Nick Richmond: https://www.linkedin.com/in/nickgmrichmond/ Helen Blanchard: https://www.linkedin.com/in/helenblanchard21/ More from Tricordant:Website: https://www.tricordant.com/YouTube: https://www.youtube.com/channel/UCo2WP_UCnm-tszOIc87O36QLinkedIn: https://www.linkedin.com/company/tricordant-ltd/Email: office@tricordant.com Follow the Podcast:Apple Podcasts: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
    続きを読む 一部表示
    45 分
  • What Healthcare Leaders Get Wrong About Coordinating Patient Care with Matthew Winn

    What Healthcare Leaders Get Wrong About Coordinating Patient Care with Matthew Winn
    2026/08/19
    In this episode of the Delivery by Design Podcast, Alastair Mitchell-Baker speaks with Matthew Winn, Chief Executive Officer at East of England Community Health and Care NHS Trust & Member Board of Trustees at Cambridge United Foundation, about designing operating models that enable better integrated care, stronger leadership, and improved outcomes for local communities.Matthew shares his experience leading a newly merged community health and care organisation and explains why an effective operating model is not just about structure, but about delegation, culture, leadership capability, governance, and empowering teams to make the right decisions locally. He discusses how large geographically spread organisations can balance consistency of standards with flexibility for different communities and populations.The conversation explores the challenges of NHS mergers, building a shared culture, creating integrated neighbourhood care, and redesigning services around population needs. Matthew also discusses the future of health and social care integration, the importance of cross-organisational leadership, and why better care requires organisations to move beyond traditional boundaries.Key Takeaways:Why operating models should focus on enabling leaders, delegating responsibility, and supporting frontline teams to make effective decisions.How community health organisations can balance local flexibility with consistent standards of care.Why leadership development is essential for creating successful delegated operating models.How merging organisations requires creating a new culture rather than simply combining existing ways of working.The importance of collaboration between NHS providers, primary care, local authorities, and voluntary organisations.Why integrated neighbourhood care requires shared accountability, aligned incentives, and better use of population data.How frailty care can be redesigned through early identification, prevention, and community-based support.Why healthcare leaders need to think beyond organisational boundaries and focus on population outcomes.Noteworthy Quotes:“Our roles as public servants are to support great health and care being delivered. Otherwise, we have no purpose in the organisation.” – Matthew Winn“An operating model is not one thing. It is a whole culture, a whole training, and a whole delegation process.” – Matthew Winn“If you don’t train your leaders, they won’t be able to take responsibility and do that work.” – Matthew Winn“We’re not going to replicate things that weren’t working. We’re going to do what the evidence shows us is the right way.” – Matthew Winn“The NHS can only do a tiny part. Integrated care is about the totality of support around people.” – Matthew Winn“Leadership is about redesigning care.” – Matthew WinnKey Timestamps00:00 - Introduction to Matthew Winn and East of England Community Health and Care NHS Trust02:08 - What an operating model means in a large community healthcare organisation05:38 - Governance, delegated leadership, and service assurance09:23 - Why leadership development is essential for delegated responsibility12:51 - Merging two NHS organisations and creating a new culture18:42 - Balancing consistent care standards with local flexibility23:02 - Building integrated neighbourhood care across organisations25:01 - Redesigning frailty care around population needs29:17 - Working with local authorities and community partners34:52 - New leadership capabilities for integrated health and social care39:42 - Understanding the total cost of care across organisations43:25 - Redesigning fragmented health and social care pathways44:33 - NHS Continuing Healthcare and the challenges of fragmented funding47:13 - Why disconnected services create challenges for patients and families48:29 - Leading across organisational boundaries to redesign careDisclosure: Portions of this episode (such as the introduction or promotional segments) use AI-generated voice narration produced under human editorial review.Follow Our Guest, Matthew Winn:Matthew Winn LinkedIn: https://www.linkedin.com/in/matthew-winn-b750b67a/East of England Community Health and Care NHS Trust Website: https://www.eastofenglandcommunityhealthandcare.nhs.uk/ Cambridge United Foundation LinkedIn: https://www.linkedin.com/company/cambridge-united-foundation/ Connect with the Host, Alastair Mitchell-Baker:LinkedIn: https://www.linkedin.com/in/alastair-mitchell-baker-a01babb/Follow our Colleagues from Tricordant: Andrew Liles: https://www.linkedin.com/in/andrew-liles-282b1792/ Yasmin Wills: https://www.linkedin.com/in/yasmin-wills-b72535146/ Nick Richmond: https://www.linkedin.com/in/nickgmrichmond/ Helen Blanchard: https://www.linkedin.com/in/helenblanchard21/ More from Tricordant:Website: https://www.tricordant.com/YouTube: https://www.youtube.com/channel/UCo2WP_UCnm-tszOIc87O36QLinkedIn: https://www.linkedin.com/company/tricordant-ltd/Email: office@...
    続きを読む 一部表示
    50 分
adbl_web_anon_alc_button_suppression_t1
まだレビューはありません