Latest

What should leaders across the NHS be thinking about as they face a set of challenging decisions? Katie Goulding sets out why they should be focusing not just on what needs to change, but how to support their organisations through the changes.

Some 70% of change initiatives fail. So what makes the difference and how do you apply this to healthcare? With experience of supporting more than 100 organisations, we’ve come to focus on six principles.

We often talk about change as being something to aspire to, but sometimes it is something painful to resign ourselves to. Katie Goulding reflects on how to navigate uncertain times.

Five years ago, Ben Allen faced some significant challenges in his GP practice. He summarises some of the steps that they took to improve their organisational health.

Having worked in and around the NHS for nearly 25 years, it can sometimes feel that the only constant is change. But even for someone who’s seen decades of upheaval, this year brings a perfect storm. 

If you want to make a team or an organisation work better, it is easy to focus on tasks, outputs, systems and processes. Often, the answer to making a team work lies somewhere else entirely, writes Katie Goulding.

My start at Kaleidoscope came at the same time as an extended visit from old friends. As we hung out, laughed and basked in the easy connection that comes from history together, they asked about my new job. I found myself explaining what Kaleidoscope is and why I’ve joined.

What does it mean to be a system leader in south east London? That’s the big question we want to answer. Over the last year we have spoken to people working in different care settings across our system, including those delivering, receiving and managing services.

Shane Carmichael is responsible for our strategy and organisation design service. Here we find out what he was like as a 5-year-old, and the three most important things children have to teach us about strategy and organisation design.