Malcolm Wright Chief Executive, NHS Grampian

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Presentation transcript:

Malcolm Wright Chief Executive, NHS Grampian

What leaders do Institute for Healthcare Improvement (2013) 1. Person-centredness Be consistently person-centred in word and deed 2. Front Line Engagement Be a regular authentic presence at the front line and a visible champion of improvement 3. Relentless Focus Remain focused on the vision and strategy 4. Transparency Require transparency about results, progress, aims and defects 5. Boundarilessness Encourage and practice systems thinking and collaboration across boundaries Institute for Healthcare Improvement (2013) High-Impact Leadership : Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper (available at ihi.org)

How leaders think Institute for Healthcare Improvement (2013) 1. Individuals and families are partners in their care 2. Compete on value, with continuous reduction in operating cost 3. Reorganise services to align with new payment systems 4. Everyone is an improver Institute for Healthcare Improvement (2013) High-Impact Leadership : Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper (available at ihi.org)

Unprecedented challenges Unprecedented ambiguity Unprecedented opportunity for transformational leadership

More nuanced emergent solutions

Less top down binary answers to complex adaptive wicked problems

More clinical and patient engagement thinking through consequences and impact of changes use of data, evidence, outcomes More

How can we work together in a way which enables change to sustain locally resilient services as part of wider networks?

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