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
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    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
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    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@...
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    50 分
  • How Risk-Based Operating Models and Five Things Rule Fix Failing Organisations with James Sumner

    How Risk-Based Operating Models and Five Things Rule Fix Failing Organisations with James Sumner
    2026/07/22
    In this episode of the Delivery by Design Podcast, Alastair Mitchell-Baker speaks with James Sumner, Group Chief Executive Officer at NHS University Hospitals of Liverpool Group, about how operating models, governance, and leadership can transform complex healthcare organisations. Drawing on his experience leading one of the UK's largest NHS hospital groups, James explains why operating models are much more than organisational charts, they define governance, decision-making, leadership behaviours, and accountability across large-scale healthcare systems.The conversation explores how a risk-based governance model has helped drive performance improvement, strengthen assurance, and support large-scale organisational transformation following major NHS mergers. James shares practical insights into devolved leadership, group operating models, clinical leadership, and how focusing on a small number of strategic priorities can create sustainable improvements in patient safety, quality, and organisational performance.Key Takeaways:Why an effective operating model extends beyond structure to include governance, leadership, risk management, and decision-making.How risk-based governance improves organisational assurance and uncovers hidden operational risks.Why focusing on a small number of strategic improvement priorities leads to faster and more sustainable transformation.How devolved leadership empowers local decision-making while maintaining consistency across large hospital groups.The role of clinical leadership and multidisciplinary collaboration in improving patient care.How group operating models enable organisations to share expertise, improve services, and deliver better outcomes across multiple hospitals.Noteworthy Quotes:“An operating model is much more than just the wiring diagram.” – James Sumner“The only way to really understand your organisation is to embed a different approach to managing risk.” – James Sumner“Let's sit down and work out the five to ten things that matter most, then relentlessly pursue those.” – James Sumner“You need clarity about where ownership sits and how decisions are made.” – James Sumner“Ninety-five percent of the decisions should be made at the hospital level.” – James Sumner“Once people start understanding risk, you'll discover things about your organisation that you never knew existed.” – James SumnerKey Timestamps00:00 - Introduction to James Sumner and the University Hospitals of Liverpool Group02:23 - What an operating model means in modern NHS organisations06:50 - Why risk-based governance uncovers hidden organisational issues12:22 - Embedding continuous improvement across complex healthcare systems15:54 - Leadership structures, accountability, and organisational design16:53 - Clinical leadership and devolved decision-making within hospital groups23:48 - Managing services across multiple hospitals within a group model24:21 - The benefits of group operating models for patients, staff, and healthcare delivery30:23 - Workforce development, talent deployment, and executive board experience32:28 - Issues retained for group-level oversight35:29 - Group-level opportunities and cross-site collaboration37:25 - Role of NHS providers in system-wide planning and ten-year strategy43:04 - Population segmentation, diagnostics, and neighbourhood care integration43:57 - Practical applications and benefits of AI in clinical and administrative workflowsFollow Our Guest, James Sumner:James Sumner LinkedIn: https://www.linkedin.com/in/james-sumner-201640357/NHS University Hospitals of Liverpool Group LinkedIn:https://www.linkedin.com/company/nhs-university-hospitals-of-liverpool-group/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.comFollow the Podcast:Apple Podcasts: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
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    47 分
  • How leadership visibility transforms outcomes & why hope is the leadership tool with Claus Madsen

    How leadership visibility transforms outcomes & why hope is the leadership tool with Claus Madsen
    2026/07/08
    In this episode of Delivery by Design Podcast, Alastair Mitchell-Baker speaks with Claus Madsen, Chief People Officer at Greater Manchester Mental Health NHS Foundation Trust, about the critical role leadership, culture, and operating models play in transforming healthcare organisations. Drawing on experience across both public and private sectors, Claus explains how operating models shape the way organisations function and why successful change requires much more than structural redesign.The conversation explores Greater Manchester Mental Health NHS Foundation Trust’s transformation journey following significant organisational challenges, including the aftermath of the BBC Panorama investigation and regulatory intervention. Claus shares how a new executive team introduced clearer governance, a stronger strategic direction, leadership development programmes, and a renewed focus on culture. He also discusses the importance of psychological safety, employee engagement, and creating hope within organisations to improve staff experience, retention, and ultimately patient care.Key Takeaways:Why culture has a greater influence on success than strategy alone.How leadership visibility and accountability can rebuild trust within organisations.The importance of creating hope and a clear sense of direction during transformation.Why co-designing change with staff leads to better adoption and outcomes.How leadership development helps sustain long-term cultural change.The connection between staff experience, retention, and quality of patient care.Noteworthy Quotes:“Culture will dictate what can happen and how.” – Claus Madsen“You can have the best plans in the world, but if the culture isn’t ripe for it, it will be very difficult.” – Claus Madsen“We can say we want psychological safety, but if people don’t experience it, then it doesn’t exist.” – Claus Madsen“What we generated in the organisation was hope.” – Claus Madsen“Everybody deserves to come to work and be happy at work.” – Claus Madsen“Being kind and compassionate doesn’t cost anything.” – Claus MadsenKey Timestamps00:00 - Introduction to Claus Madsen and Greater Manchester Mental Health NHS Foundation Trust02:25 - What operating models mean from a people and HR perspective05:47 - Why culture often determines whether change succeeds or fails10:38 - Leadership, structure and organisational layers12:15 - The impact of the BBC Panorama investigation and organisational challenges15:17 - Leadership visibility and reconnecting with frontline staff23:34 - Building leadership development programmes across the organisation33:11 - How hope became a catalyst for cultural transformation39:14 - Understanding why employees leave and how to improve retention45:37 - The role of kindness, compassion and psychological safetyFollow Our Guest, Claus Madsen:Claus Madsen LinkedIn: https://www.linkedin.com/in/clausmadsennhs/Greater Manchester Mental Health NHS Foundation Trust LinkedIn: https://www.linkedin.com/company/greatermanchestermentalhealthnhsfoundationtrust/Greater Manchester Mental Health NHS Foundation Trust Website: https://www.gmmh.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.comFollow the Podcast:Apple Podcasts: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
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    50 分
  • How Centralised Healthcare Fails and Place-Based Care Is the Future of the NHS with Matthew Kershaw

    How Centralised Healthcare Fails and Place-Based Care Is the Future of the NHS with Matthew Kershaw
    2026/06/24
    In this episode of Delivery by Design, host Alastair Mitchell-Baker is joined by Matthew Kershaw Chief Executive of Croydon Health Services NHS Trust to discuss the role of place-based leadership in transforming health and care services.Drawing on more than 30 years of NHS leadership experience, Matthew shares how Croydon has developed a collaborative approach that brings together healthcare providers, local government, primary care, and the voluntary sector to improve outcomes for residents. He explains why devolved decision-making, strong relationships, and shared accountability are essential for delivering better services and tackling the growing challenges facing the NHS.Key TakeawaysWhy place-based leadership can improve health and care outcomesHow Croydon has built a collaborative model across health, social care, and the voluntary sectorThe importance of strong relationships in delivering system-wide changeWhy decisions should be made closer to the communities they affectThe challenges and opportunities of devolved budgets and local accountabilityWhy governance structures must evolve to support integrated careThe role of innovation, flexibility, and local autonomy in NHS transformationPractical advice for leaders looking to develop place-based healthcare modelsNoteworthy Quotes:“The closer we can make decisions to the population, the better.” – Matthew Kershaw“I’m not chasing the badge, I’m chasing the outcome.” – Matthew Kershaw“The trust will not be successful if the place isn’t, and vice versa.” – Matthew Kershaw“It’s built on strong relationships across the system.” – Matthew Kershaw“We are working together as a single integrated whole.” – Matthew Kershaw“The NHS is a super tanker; it takes time to turn around.” – Matthew KershawKey Timestamps00:00 - What the NHS operating model means in practice02:13 - Balancing the responsibilities of trust chief executive and place leader08:35 - The benefits of a place-based approach in Croydon11:59 - Devolved budgets and local decision-making13:35 - Matthew's perspective on Advanced Foundation Trusts16:48 - Governance through the One Croydon Health and Care Board19:54 - Integrated neighbourhood teams and reducing hospital admissions21:58 - Building sustainable relationships and long-term collaboration33:50 - What policy changes would accelerate place-based working40:57 - Advice for leaders pursuing integrated and neighbourhood-based careFollow Our Guest, Matthew Kershaw Matthew Kershaw LinkedIn: https://www.linkedin.com/in/andyheeps/Croydon Health Services NHS Trust: https://www.linkedin.com/company/croydon-health-services-nhs-trust/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.comFollow the Podcast:Apple Podcast: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
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    44 分
  • How Hospitals Are Outdated and Overloaded and Patients Are Paying the Price with Shane Gordon

    How Hospitals Are Outdated and Overloaded and Patients Are Paying the Price with Shane Gordon
    2026/06/10
    In this episode of Delivery by Design Podcast, Alastair Mitchell-Baker speaks with Shane Gordon, Executive Managing Director of Norfolk and Norwich University Hospitals NHS Foundation Trust, about the development of the Norfolk Acute Hospital Group and the challenges of creating a collaborative operating model across multiple NHS trusts. Shane shares insights into balancing site autonomy with group-wide governance, improving clinical collaboration, and driving system-wide transformation in a complex healthcare environment.The conversation explores how the newly formed hospital group is approaching service integration, risk management, digital transformation, and neighbourhood healthcare. Shane also discusses the importance of virtual care, mobile healthcare services, and population health management in reducing pressure on acute hospitals while improving patient outcomes.Key Takeaways:How the Norfolk Acute Hospital Group is balancing local autonomy with group-wide collaboration.Why risk management plays a central role in the group’s operating model.The importance of clinical collaboration in stabilising fragile healthcare services.How virtual clinics, virtual wards, and mobile diagnostics can reduce pressure on hospitals.Why shifting care into community and neighbourhood settings is essential for the future of healthcare delivery.Noteworthy Quotes:“We are trying to provide all services for all patients in all places, which is really a model from the 1950s.” – Shane Gordon“The challenge as leaders is finding the optimal way to provide the best care for our patients, and that can’t mean no change.” – Shane Gordon“Advice and guidance works for nobody if it takes three weeks to get a response.” – Shane Gordon“We have to use a population health management approach and identify where patients can be cared for better outside acute hospitals.” – Shane Gordon“Virtual clinics and virtual wards are central to how we shift care back into communities.” – Shane Gordon“We’ve closed escalation spaces and flow has actually improved, which feels counterintuitive.” – Shane GordonKey Timestamps00:00 - Introduction to Shane Gordon and Norfolk Acute Hospital Group02:38 - Understanding the group operating model10:45 - Risk management and governance across the hospital group14:28 - Clinical collaboration and service integration across hospitals19:18 - Comparing group models with NHS mergers21:33 - The role of executive managing directors within the group structure25:15 - Early improvements in operational and financial performance31:34 - How Shane’s GP background shapes leadership and system working35:45 - The future of neighbourhood healthcare and left shift39:09 - Virtual clinics and specialist advice models43:06 - Mobile diagnostics and reducing unnecessary admissions45:14 - Improving patient flow and reducing escalation spaces47:11 - Final thoughts on healthcare transformation and innovationFollow Our Guest, Shane Gordon:Shane Gordon: https://www.linkedin.com/in/shane-gordon-99549516/Norfolk and Norwich University Hospitals NHS Foundation Trust LinkedIn: https://www.linkedin.com/company/nnuh/Norfolk and Norwich University Hospitals NHS Foundation Trust Website: https://www.nnuh.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.comFollow the Podcast:Apple Podcasts: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
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    50 分
  • How Healthcare Operating Models Fail Without Culture and Leadership with Andrew Hines

    How Healthcare Operating Models Fail Without Culture and Leadership with Andrew Hines
    2026/05/27
    In this episode of the Healthcare Leadership Podcast, host Alastair Mitchell-Baker speaks with Andrew Hines, the recently appointed Chief Executive Officer of Surrey and Sussex Healthcare NHS Trust. Andrew, with extensive experience in NHS management, shares insights from his journey into SASH, touching on the organisation’s challenges and how he is steering it through a transformative phase. He discusses the importance of leadership, organisational culture, and the development of a unified operating model to improve healthcare delivery.Andrew highlights key challenges, including emergency flow management, financial sustainability, and enhancing staff engagement post-COVID. He also shares how SASH’s commitment to quality improvement and a robust management system, like SASH Plus, is helping drive operational excellence. With a focus on integrated healthcare, Andrew outlines his vision for SASH’s role in the evolving NHS landscape, including its potential involvement in integrated healthcare organisations (IHOs).Key Takeaways:Leadership & Culture: Effective leadership and a strong organisational culture are key to managing change in healthcare systems.Quality Improvement: SASH’s long-standing quality management system, SASH Plus, fosters a culture of continuous improvement.Emergency Flow & Financial Sustainability: Addressing emergency department congestion and aligning workforce growth with demand are ongoing challenges.Staff Engagement: Ensuring staff feel valued and engaged is essential for maintaining high-quality care and organisational effectiveness.Partnership Working: Collaborating with community providers and primary care is essential to creating an integrated health system.Key Timestamps:00:00 - Introduction to Andrew Hines and SASH Healthcare02:40 - What is an operating model and why it matters08:06 - The legacy of SASH’s quality management approach and future plans11:49 - Overcoming barriers in applying quality management to large-scale changes14:53 - Balancing bottom-up and top-down leadership in healthcare transformations17:21 - Approaching change and leadership continuity at SASH21:09 - Insights from Andrew's previous role at Barts Health24:07 - The evolving system in Surrey and Sussex and SASH’s role in integrated care30:21 - Working with primary care, community services, and social care33:13 - The future of integrated healthcare organisations (IHOs)36:50 - The value of leadership development in navigating complex healthcare change44:32 - Advice for other leaders in healthcare facing organisational challengesFollow Our Guest, Andrew Hines:Andrew Hines LinkedIn: https://www.linkedin.com/in/andrew-hines-87bbb151/ Surrey and Sussex Healthcare NHS Trust LinkedIn: https://www.linkedin.com/company/surrey-&-sussex-healthcare-nhs-trust/ Surrey and Sussex Healthcare NHS Trust Website: https://www.surreyandsussex.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.comFollow the Podcast:Apple Podcast: https://podcasts.apple.com/us/podcast/delivery-by-design/id1884004753Spotify: https://open.spotify.com/show/1FZ3DP0DcivWcXv8bJH3Hw?si=64f2414b3fbd44cc
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