The government has promised to make productivity a central focus of the 10-year Health Plan. But to succeed, productivity must be framed as a way of enhancing quality of care. Improvement leaders and practitioners have a crucial role to play. Our joint analysis with the Health Foundation identifies five key actions for policymakers, and organisation, system and improvement leaders to develop and implement a more holistic, quality-focused approach to productivity. As well as a new narrative to guide this work, a greater awareness is required of the interconnected approaches and elements that enable sustained improvement. Opportunities for wide-scale collaboration in areas where improvement methods offer particular promise also need to be exploited. Finally, there needs to be a focus on ensuring improvement and the principles underpinning it are sustained over time. Read more: https://lnkd.in/ezqXkwsT
Program Management and Operational Excellence Specialist
3dProductivity tools and culture are not the same thing. Don’t blame the tool, or the people using it if the organisation culture sees ‘productivity’ as a quick way to save money. Fix the culture! There are numerous tried and tested tools and techniques out there that would ‘fix/resolve’ 99.999% of the processes used by the NHS. Whilst you’re debating about what ‘label’ to give process improvement you’re just avoiding the culture problem. For what it’s worth. It’s my opinion that trying to ‘fix’ culture is far, far more difficult than improving processes. I’ve been improving healthcare processes for almost two decades and it, ie the culture of change, is the one thing that appears to be largely untouched in terms of progress.