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Fewer than half of NHS staff feel involved in decisions that affect their work. Line manager relationships are positive, so this is not a team-level problem. It is an organisational one. The 10 Year Workforce Plan needs to treat staff voice as infrastructure, not an optional extra.

One in four NHS trusts changed CEOs in 2025. When leadership turnover becomes the norm, we need to ask: is our leadership culture setting people up to fail? Here's why 2026 needs to trace a different path - one built on connection, learning from failure, and staying the course together.

After nine years, I've stopped wincing at calling us a consultancy. Here's why bringing in healthcare consultants isn't always the problem it's made out to be - and how it can actually make meaningful change happen in the NHS.

NHS innovations often fail to spread beyond pilot sites. But robust evaluation can bridge the gap between promising ideas and system change, proving what works, building confidence, and ensuring limited resources deliver genuine value.

Optimism is a firm feature of organisational leadership orthodoxy, cited as an essential ingredient in inspiring change. But it may not be all it's cracked up to be, explains Dan Charlton.

Charities must soon report not just what they do, but the difference they make to people's lives. Corinne Armstrong explains what the updated Charities SORP means for charities and how Kaleidoscope can help.

Organisational change in the NHS is relentless. So how can you achieve it without alienating the people needed to deliver it? Katie Goulding shares practical strategies for NHS leaders to support their teams through change