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On behalf of NHS England, the Leadership Centre has been working with local health systems, particularly A&E Delivery Boards, to help local leaders think and work as integrated systems rather than as isolated organisations.
The Leadership Centre thought it would be helpful to bring these messages together in a single document which we hope will inform discussions among the national leaders as they develop the 10 year NHS plan.
The Leadership Centre has recently worked with the Eastern Academic Health Science Network to support their Digital Pioneers across the East of England. The Pioneers have been looking to implement and sustain digital innovation, with a wide variety of projects aimed at joining up services and improving people’s overall health and well-being. They’ve achieved real success, and we’ve drawn together some of the lessons learned about how you make digital innovation happen – and keep going – in places.
For almost as long as the NHS has existed, greater health integration has been a “holy grail” for policymakers. The fact that it is still an ongoing objective speaks volumes about the success of past attempts.
This publication asks if integration is really the best way of securing improved health outcomes. In particular, it looks at the shaky record of integration, and at some of the alternative collaborative approaches which focus on ‘front end’ rather than ‘back end’ provision.
For the last twenty years, our understanding of managing transformational change has been radically altered by the notion of disruption.
The challenge for leaders – in radically altering the strategic direction of a whole organisation – is a particularly stark one. In the public sector, where there is far less existing practice in digital disruption, there are major challenges to recruiting and overseeing the necessary skills and talents to develop these activities, but also huge opportunities in being a pioneer of major ways to rationalise public sector delivery mechanisms. The shift in leadership mindset can be considerable, and involves moving on from “results leadership”, in which decisions are based on immediately-apparent short-term results, and towards a strategy that embraces challenging the status quo.
This publication gathers some options for systems thinking, examining a range of future scenarios for local government – starting with the most likely, if the status quo continues, of financial collapse – and takes in various policy options. As well as repeating various instances of best practice – including in areas where the Leadership Centre has had direct experience – it also looks at different functions that local authorities could perform, particularly in the area of revenue generation. A large number of major developments affect local government: austerity, public sector reform, devolution. Yet local government need not have these things happen to it; as is argued here, there is scope for local authorities taking the initiative to deliver services differently, and more affordably.
Following the Revolution will be Improvised, which drew together some of the early insights and lessons learned from Local Vision, the second report in this series takes this learning further. Drawing on insights and reflections from nearly forty Local Vision places, along with Leadership for Change teams, the report shows what actually happened when they applied Systems Leadership approaches.
Managing demand is critical to the sustainability of public services. Drawing on previous work by Collaborate and the Leadership Centre, this paper looks at looks at some of the approaches to demand management in public services currently being practiced, their underpinning principles, and looks at where demand management could be headed next.