The Tricordant Blog

After a momentous week in which our political system yet again surprised us, I headed off to Liverpool for the annual NHS Confederation Conference to find out what the new Government was planning and what everyone made of it.

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Lean Manufacturing’s full range of principles and tools can lead to a total reshaping of an organisation; its purpose, systems and culture. This is the paradigm shift that makes Lean outstanding when it works as a whole. Benefits are then measured not in mere percentage terms but by two fold and three fold improvements. The

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In my last blog I wrote about ‘Lightness’. I want to share another lesson from the Camino, one which brought my wife and I deep satisfaction. 250,000 people walk the Camino to Santiago each year. It takes 1 to 2 months to walk it all. We met people doing it for all sorts of reasons;

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The Opportunity: Tricordant works with health and care organisations and systems to deliver better outcomes, reduce total cost of care and improve customer experience. We’re always looking for new or improved ways to do this. Having worked alongside a large health and social care system we identified a selection of innovative and evidence based practices,

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In our latest Tricord newsletter I wrote about planning in uncertainty and ended with the question, “How often do you think organisations should think about its future?” Jim Collins suggests this is a regular activity in companies which beat their industry index by 10 times (10X) over the long term, through what he calls “productive

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The phrase ‘missing middle’ has cropped up a few times recently, and it’s a concept would like to explore more. We need your help. Francis Christie, one of Tricordant’s partners, recently wrote about ‘missing middle managers’; those who create the vital link between strategy and delivering results, but who are frequently starved of the time

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At a recent Associates’ day we posed a question about public sector reform and one of the issues the debate revealed was about the language we use and how it influences how we think. For example when people are in “public-service-receiving” mode they are often referred to by a variety of terms including clients, patients,

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In the world’s largest public 2500 companies nearly 90 percent of new CEOs have not been a CEO before. The average time in post of a Chief Executive in the NHS is 700 days. We always knew these jobs were tough and exposed. So what? What is it about CEOs that they don’t stay around

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I’ve recently read “How Doctors Think” by Jerome Groopman, MD. It is a fascinating book in which Professor Groopman explores the thinking processes that are taught and practised by doctors. In medical school students are taught to use logical sequential processes to come to diagnoses, sometimes based on Bayesian statistical decision-making. Usually the thinking processes

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Roger and Simon have previously highlighted the importance of leadership and the reinforcing systems necessary to sustain compassion in organisations. I want to share some thinking about how the organisation’s senior leaders can create the strategic context to promote and sustain these individual and systematic aspects of compassion and humanity within their organisation. My personal

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A little while back I had the misfortune of being admitted to a hospital in London as an emergency for 24 hours. At the end of that brief period of time I felt as though I had been cared for in three different hospitals. Here’s why. I was taken initially to A&E where I was

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Hardly a week goes by without another scandal about care standards. The Francis Inquiry on Mid Stafford Hospital was followed closely by a Care Quality Commission report with evidence of rushed appointments and botched assessments during its review of 250 home-care services. Feels like a classic wicked problem. The hand-wringing brigade would say: “growing elderly

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