I showed him a business plan, actually, and I think he was really impressed that I even had a business plan and it was thought out, and the cash flow and things like that, and, and that started a really lovely relationship, didn't it Phil? Leveraging decades of medical workforce expertise and system design, our team jumps into the trenches alongside you. We combine targeted training, job planning redesign, workforce systems, and analytics to rapidly solve inefficiency issues.

items of a personal nature, such as earrings for pierced ears or body jewellery, due to hygiene reasons;

The technical developments over the last year are too numerous to mention here, so let’s have a short highlight reel: Playing well with others extends further than just linking up functionality within a system and interoperability. This is about embracing numerous best-in-class systems that work well together for the user and client. It is about cultivating the ground to ensure that an ecosystem can grow. I firmly believe the future of the NHS system approach needs to be two-fold, technical innovation which works hand-in-glove with the Trust’s needs, and building strong partnerships with other providers to deliver the best most efficient end-to-end solutions. Good Technical Choices Case I also hear the chorus of "we need more money and we need more staff." While I agree that this is true, what I cannot be certain of is exactly who we need, where, and for what? If Trusts are honest, neither are they. The Expertise Enigma

You know, that's the point, right? You don't... We didn't, we didn't employ you Mariah, and then say, 'right, this is how you do all the content stuff', we trust in the fact that you will have your, the focus on what will work best, and you'll see all the challenges in front of you. And I think, I think that... It's really true, you got to sort of foster this environment where individuals can identify the problems that come up, whether it's on chat or a technical issue, they can discover solutions and they can execute them without having to go through this long, drawn out process of, you know, please Phil, please Kev, can I possibly do this? I mean, it's so antiquated and it doesn't make any sense. And, and it cuts out all of the rubbish. Basically. You get, you get.. You solve a problem in a far more efficient way. And then it's all to do with sort of your intrinsic motivation then because you've got, because you're doing something with purpose, it leads to more, sort of, intrinsic motivation and more innovation. Then there's the expertise. Translating workforce analytics into actionable strategies is easy—if you know how. So let’s imagine you magically have the time—do you have the knowledge, expertise, and experience to do it properly? I ask because great workforce planning is not endemic in the NHS and has not been for a long time. For most workforce managers, life is reactive, not proactive, as it should be. Well again that’s simple…and when I say simple I don’t mean the answer is simple, I mean the approach is to ‘compete on simple’. Over the years we have endevoured to work with our partners and deliver the perfect dish from the menu that satisfies their appetite. Or as our Operations Director Naomi so eloquently puts it, when you start out in a new marketplace, as we did over a decade ago, your aim is to get consumers to want to buy your product and that can lead to you being all things to all people. The problem with that is that the menu over time becomes impossibly large. Naomi used the drinks market rather than food, but the point is still the same. Her answer to this is a concept known as the ‘Perfect Serve’. I will not try to do it justice here, instead read her wonderful blog postabout it, which is worth it on its own. So here’s the pill that’s a bit hard to swallow: it’s okay to ask for help. In fact, it's more than okay; it's necessary. The strongest leaders aren’t those who can do it all alone—they’re the ones who know when to reach for the phone and dial in some reinforcements. Let's not gloss over the other personal benefits of asking for help: individuals will be up-skilled, they will gain the knowledge and expertise to be able to apply it again and again. This can lead to reputational increases and opportunities to progress. The Real-Life Saga of a Turnaround Many trusts have invested in job planning systems; in fact, currently around 88% of all doctors have access to a system. But the needle has not moved on workforce productivity, and that admission is through self-reporting. I recently wrote a blog post about how I bought a brushless router with designs on doing some carpentry, but after 2 years, it was still in its original box, in the shed unopened. Tools are only useful if used. You need a mixture of expertise and time to wield them fully and to ensure the results of your endeavours meet your high expectations. Asking for Help: The Pillar of Strength

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And then I didn't really think much about it for a couple of weeks. And then Dr. Okocha phoned me up and said, ‘you know what, we really should commercialise this thing because it'd be good for you. It's a good product. It will, it will really serve those people well. But if we create a joint venture, then it will benefit us as a Trust’. And we get, um, a really nice symbiotic relationship because everyone wins out of that scenario. The hospitals get the thing that they want, because it's been sort of grown from the ground up, it's come from the allotment of the NHS, it's come, it's home grown. The, the NHS trust itself, Oxleas our parent trust, this software company, that's been a good commercial success for them, and it takes a lot of hard work that Barbara in particular had put in to actually produce the software and making it more useful for a wider group of people. So, yeah, that was our, that was our what we would call like the accidental Dragons Den moment, where we turned up to Dragons Den, but didn't know we were in it. In case you wonder, that is part of the reason why with other cultures, "all they do is win, win, win no matter what"🤷♂️. They help each other win collectively and individually. "You gerrit? If you don't get it forget about it"!

And there's some great stories about our Guys and St. Thomas's first demonstration and our foam boards, which are still up in the office in Crystal Palace, and selling a system when you're not actually showing a system was, was fun. But, but the good news is, is we, we learn from all of these things and it allowed us to grow to where we are today. Whether people wish to stay long term, short term, use the company as a stepping stone, believe in the journey or just see it as a job it should not matter.What's your take on this? Have you seen effective demand modelling in action within the NHS or other healthcare systems? Share your experiences and insights below! 👇 Tap Tap…is this thing on?... Testing 1, 2. Forgive me, this is the first time I have had a go at writing the SARD Christmas blog and end-of-year review and to be quite honest I am finding it quite daunting. It has been quite a year, with so many positive things happening, the odd sad thing, and many more exciting things to shout about for the new year to come. My aim is not to bore you with every small detail but instead break this blog up into themes or bite-size chunks if you like. Like a fine wine I see it everywhere. I was talking to one of my neighbours who's a managing director of a marketing, erm a research company, and he was talking about all the procurement hoops he has to jump through, you know, and they've already got in their head who they were already going to assign the bid to, and who's going to win it, and we have to go through, all of us, all industry, it's so frustrating. It's not even a public sector thing. It's a private sector thing as well. I know Rory Sutherland from Ogilvy talks about this in his book Alchemy, about how, you know, advertising tenders and everyone pitching in for this work and, just, it must be so impactful to the productivity of the UK, more generally, that we, that we have to do this. Oh ok. Oh, that was easy. Cool all right. Well, then we'll revisit that on another podcast if you're up for it. So you touched a little bit about the interview process and, and hiring the right people, so you guys really pulled together a really great team. I have realised that there's quite a few employees who you have met through doing theatre? And I was just wondering... and the pub as well... and just wondering if you can touch on that a little bit?

We provide both the know-how 🧐 and doing🛠️, so you can focus on patient care. Our hands-on approach builds your team's capabilities while accelerating performance🚀. A squared bottle hakeme and iron brush pattern from Phil Rogers’ May 2020 exhibition at Goldmark. Photograph: Jay GoldmarkI am always looking to add to this list and would love to hear which books had the greatest influence on you. But, staying with the tender process, you know, you need to just think about how you frame things, right? What is it you want? Do you want an innovative company that's not going to stand still? And therefore, don't ask specific questions that are pinned to a particular point in time or a particular process? Ask questions that really open the company up to say, show me how you've changed things over the last 10 years in your business? Are you the same business today as you were 10 years ago? If the answer is ‘yes’ we're not interested. His discovery of Bernard Leach’s seminal text A Potter’s Book (1940) was a turning point. Rogers was enthralled by Leach’s account of rural self-sufficiency and creative fulfilment. Leach’s anglo-oriental aesthetic and philosophy would go on to inform the rest of Rogers’ professional life. From the influx of international talent keeping the NHS afloat to UK-trained doctors charting new, unconventional career paths – this report has it all. And let's not shy away from the elephant in the room – burnout, dissatisfaction, and the urgent call for change.