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Whole Work
Though Whole Systems solutions are unique for each client because of a particular mix of customer needs, organisational history, products, services, processes, staff and technologies, solutions still have a common feel and set of characteristics:
Customers have a better experience because they:
- Have the opportunity of building a relationship with the supplier;
- Interact rapidly with a person or team with the knowledge and scope to meet their needs;
- Have a person who takes on the responsibility for seeing that their request is settled in full and only closes the case when the right outcome has been reached;
- Never find themselves ricocheting from pillar to post or phone queue to phone queue.
Staff know they are empowered through whole work because:
- As an individual and as a workgroup their work is meaningful;
- Responsibility and authority match;
- The technology used supports the team rather than condemning them to ‘feeding the beast’;
- Their performance measures correlate to a well-done job for the customer and company;
- The measures are challenging and stretching but achievable and within the team’s sphere of control;
- Leadership is fair, supportive and enabling;
- They are in a team to which they can relate;
- Work is about learning and developing as a whole person;
- There is a good spirit in the place, so that work is fulfilling and rewarding.
Managers know that the organisation is performing well because:
- The work is cost-effective and meets targets;
- Individuals and workgroups are self-motivated, naturally cost-effective and responsive to challenges and change;
- Good performance flows naturally out of the system rather than having to be driven out of it;
- There is commitment to the work as evidenced by reduced staff turnover;
- The organisation is a ‘learning organisation’.
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“The Tricordant team was able to work with a wide and disparate range of stakeholders to develop a powerful understanding of the adoption of innovative technologies in the NHS. They developed practical insights into how to effectively influence this very complex system. These were captured and developed in a robust, practical and well supported business plan, delivered in a timely and professional manner.”
Dr Maire Smith,
Director of Technology and Product Innovation,
NHS Institute for Innovation and Improvement.
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