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Kaleidoscope is one of about 100,000 social enterprises in the UK, businesses that trade for a social or environmental purpose. To mark social enterprise day, Rich Taunt talks about the vital roles they play innovating and improving health and care.

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.

As part of our What Unites Us project, Victor Montori shares some questions. And wants to know whether there are three questions that will give us the answer to all of them.

When people think about healthcare, they usually think about clinical practices and professionals, but the health and care family is much wider than that. Zoey Robson on judging 'What unites us?' and the integral role of estates and facilities.

Wouldn’t it be a fine thing if we could build a care and support workforce composed entirely of people who embody humanity, courage and collaboration? David Brindle writes on why he’s judging the ‘What Unites Us?’ competition.

This week we hosted an event for more than 100 people from across health and care to ask if strategy across systems can really work. David Jones highlights what's needed to make it effective.

A good health or care professional, in any role, makes you feel safe and that you matter to them. But not everyone has this quality. David Haslam asks what, beyond qualifications and experience, should we be asking about people who want to work in the sector?

Making effective system strategies is hard, but it’s not impossible. But we do need to understand how different a system strategy is to an organisational one, which means shared ownership and understanding success will be hard to demonstrate.

How we treat each other at work is the single biggest determinant affecting both individual and organisational performance. Dan Grimes from the Royal Liverpool Hospital suggests how we can make it a reality in the NHS.