case study Y
NHS Trust Strategic Partnerships
“I would strongly recommend this approach to anyone considering significant structural change or experiencing difficulties in establishing a common purpose in their organisation.” - Patrick Crowley, Chief Executive
“As Chief Executive of the Foundation Trust, having secured senior NHS and Board support, I had committed to acquiring a neighbouring Trust that was experiencing severe difficulties with its service provision, clinical quality and financial sustainability. This was largely due to its geographical location and sub-optimal size and scale. There had been a long history of “antipathy” between the Trusts, most notably amongst clinicians who are naturally competitive, and a groundswell of “political” opposition to the move in both communities despite the evident structural benefits this could bring.”
We created a visual tool, and facilitated a Visual Dialogue session with the board.
“The Board commissioned the “Big Picture” to help promote open discussion and contribution at all levels and in all sectors on the challenges facing both Trusts, the growing strategic uncertainties in NHS provision and the opportunities a collaboration between the Trusts may offer. Importantly, senior clinicians and clinical leaders were able to contribute to the enlarged Trusts’ priorities and planning once they had bought into, and helped interpret, the consistent strategic picture the “Big Picture” offered. Interestingly (and uniquely) this allowed them to set aside their local issues and personal prejudices and consider the external environment and how it affected all parties with an open mind. This enabled teams at all levels in the new organisation to focus on the benefits the evident economies of scale and expertise could bring with the right will and commitment to embracing the acquisition.”
“As Chief Executive responsible for leading the acquisition, bringing two Trusts together in a politically charged atmosphere, I believe the “Big Picture” provided a unique contribution to establishing a common narrative across all parties involved in leading the changes necessary and, importantly, the formulation of a strategic planning framework that would endure for a number of years.
I would strongly recommend this approach to anyone considering significant structural change or experiencing difficulties in establishing a common purpose in their organisation.”
Patrick Crowley, Chief Executive