Resources

In April 2021, Tricordant was commissioned by NHS England and Improvement East of England to undertake a rapid Review of the Integrated Care System (ICS) boundaries across the East of England, focusing on 4 ICSs which were not coterminous with upper-tier local authorities.

The Southend, Essex, and Thurrock (SET) system’s mental health strategy required a refresh. Additionally, they recognised that their current strategy had not been fully implemented for a range of reasons, including the COVID-19 pandemic.

Workforce planning in healthcare is more than a numbers game – it’s about maximising the return on investment. Supporting the workforce is vital to meet demand and improve population health.

A global pharmaceutical company dedicated to enhancing human and animal health initiated a strategic journey at their Global Supply Animal Health site in France.

A global petcare company, well-known for its pet food brands, diversified through acquisitions and structured itself into a head office and five semi-autonomous, multi-billion dollar divisions.

Our daily lives are being transformed by transactional activity and repetitive tasks, moving away from people to digital and technological solutions. From Banking and Retail to booking holidays and entertainment, the digital age has become so ubiquitous that we question when something is unavailable through an online solution.

The NHS’s Long Term Workforce Plan (LTWP), unveiled in June 2023, stands as an impressive, extensive document spanning 151 pages. Yet, in its breadth lies the risk that we don’t see the wood for the trees and that some key issues become overlooked.

Strategic Workforce Planning (SWP) is a term widely discussed, yet its significance, organisational challenges, and experience within a healthy and well-functioning entity often remain elusive. Why is SWP crucial, why do organisations grapple with it, and what characterises a successful implementation within a thriving organisation?

In the final 1 minute read on the topic of new Integrated Care Systems developing across health and care in England, I want to focus on one of the key opportunities: enhancing place-based working.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July, with many challenges facing them common to many large and complex systems, whatever the sector. In the last 1-minute read, I explored how leadership in complex systems needs to and can develop a shared sense of belonging, particularly drawing from learning from working with the Suffolk and North East Essex Integrated Care System. Today, I am thinking about one of the other challenges: how to do things effectively at scale.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July. The challenges facing them are common to many large and complex systems, whatever the sector. In the last two 1 Minute reads, I explored what sort of leadership such large, complex and messy systems need. I introduced the idea of holding tensions illustrated by Peter Kestenbaum’s Leadership Diamond and the concept of collective leadership.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July. The challenges facing them are common to many complex ‘eco-systems’ whatever the sector.