Resources

Norfolk and Waveney Integrated Care System (ICS) recognised the need to transform their community services to better meet population needs.

People with learning disabilities and autism face major health inequalities like poorer mental health, lower life expectancy, and a higher risk of early death compared to the general population.

Leaders often tell us that they are dealing with what can sometimes feel like unprecedented complexity and a heap of competing demands to manage, with precious little time to process and think through how best to take their team or organisation forward. 

Innovation in health and care is inherently complex and challenging. It requires alignment of information, attention and investment across multiple sectors from government, academia and science, health and care service delivery, and private sector providers, across domains such as estate, digital, technology and workforce.

Across the diverse communities of Wessex, healthcare leaders recognized the immense potential of harnessing the region’s research and innovation capabilities to drive improvements in health and care.

Navigating strategy in complex systems is a daunting task that requires a nuanced understanding of the intricate dynamics at play.

Change is happening all around us and sometimes at breath-taking speed. Who would have thought 5 years ago that home working or remote GP consultations would become as good as a norm.

When we are considering a collaborative initiative, we need to have an appreciation of the value of goodwill and interdependence, but also ensure we release people to do their best work on the things that align most closely with their own priorities, motivations and objectives.

Artificial intelligence (AI) has recently advanced in leaps and bounds. As leaders, how do we make sense of it all? How do we harness the promise of AI while maintaining healthy organisational practices and behaviours?

In this series, we’re exploring how we hold the tension between “where on earth are we going” and “just do something”.

Let’s follow our theme of uncertainty and scenario planning a little further. Like our own Century, the 20th Century was birthed in volatility and spectacular innovation and soon descended into war.

In my last one-minute read, I set out why I believe strategy development is as critical today as ever.

We know powerful visions unleash organisational creativity and energy.