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What kind of leadership does health and care need right now? What support do people need to face the future with hope, agency and optimism? Catherine Russell and Rose Mosse explore leadership in complex and uncertain contexts.

A significant part of our work involves supporting health and social care organisations to design and deliver learning programmes. But the term ‘learning programme’ is quite hard to define. Lydia Paris breaks down how we help organisations to use learning to improve what they do.

Multisector collaborations for health are hard to evaluate. Corinne Armstrong was part of a team that looked at 12 multisector collaborations for health around the world. She explores what we can learn.

We want our organisations to behave as living systems, but we only know how to treat them as machines. Many of us will not be returning to our old ways of working so Matthew Frost asks where are the opportunities to get intentional, analytical and specific about strengthening relationships?

David Haslam argues that social prescribing may be needed now more than ever, given the devastating impact of the pandemic, not only on our physical health, but also on our mental health.

Is virtual here to stay? What have we learned about infection prevention and control? How do we define the elective emergency split? Julie Lowe reflects on how acute care can move forward from Covid-19.

Networks are increasingly important in addressing many of the challenges we face across health and care.  But networks are complex; you can’t control a network you need to motivate it.

The new White Paper setting out the legislative proposals for a Health and Care Bill is a clear encouragement to collaborate and integrate. It is explicit that national policy, legal and regulatory frameworks affecting the NHS have impeded, restricted and delayed the practical integration of health and care around families and patients even where the will has been there.