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Friday 25th May 2018

Do you know what the NHS strategy is?

7th June 2010

Writing in HSJ, Pete Mason warns of the dangers of NHS strategy secrets.

Clinical governanceQ

If the three people nearest to you can articulate what your organisation stands for and is trying to achieve, your organisation is almost certainly in the minority.

Writing in the Harvard Business Review, David Collis and Michael Rukstad suggest even leaders cannot articulate their organisations’ objectives in a simple statement, so how can they expect others to be able to.

Last December, the health secretary Andy Burnham introduced a five-year plan to re-shape the NHS. But with a change of government with its own ideas but facing the same challenges, what strategy should staff follow?

At times like this, managers need to listen very carefully to the “needs, wants and ideas of their staff” and be as open and honest as they can about their trust’s changing strategy.

It is also a sensible move to have a contingency plan in case information about difficult decisions leaks out.

Managers can use the introduction of a new strategy to engage staff and help them understand and embrace their roles.

What makes a difference is the way managers embed an organisation’s values and vision and how clearly they define their strategy.

Holding workshops and focus groups in which workers can be truly immersed in the development of a strategy will achieve stronger results.

Managers should use techniques that enthuse staff, making them valued and acknowledging their contribution.

With such ideas in place, there is a greater chance that your nearest three colleagues will be able to “readily and consistently articulate your strategy.”


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