Organisational Strategy is about setting and communicating the strategic direction for an organisation or locality, covering: Strategy, Structure, Systems, Culture, Staff and Skills. For Transformation to be successful, an organisation or group of organisations must first be clear on the strategic outcomes to be achieved and the governance processes that will enable diverse groups of people successfully to work together to design and implement the changes identified. This will include engaging and consulting stakeholders and managing communications throughout.

Our experience of facilitating and supporting groups of leaders to achieve this clarity, combined with our practical understanding of successful implementations, enables open dialogue leading to buy-in across wide-ranging stakeholder groups. We work in partnership with all of your stakeholders, creating environments where collaboration and innovation can thrive and providing effective mechanisms for broad participation in design, decision-making and implementation processes. Our engagement, consultation and communications skills ensure that your decisions are well informed, comply with relevant regulations and clearly understood.

  • Organisation Strategy, Form and Governance

    Organisation Strategy is the design and delivery of processes to reach a common view across wide ranging stakeholders on how the health services across a locality should be deployed to match the current and projected needs of the population.

    We are highly experienced at working with clinicians, providers, CCGs, councils and other stakeholders, using evidence-based processes to create consensus and clarity.  Our clients have found that this is the key to unlocking complex issues and resolving a variety of views into a commonly-held vision, enabling clarity as they then begin to design and implement transformation.

    Once the overall Strategy is set, transformations may require decisions on the appropriate organisational form to deliver that strategy – for example ACOs, MCPs, partnerships – and the governance processes required for these new organisations.  We provide a structured approach to designing and selecting the most appropriate form and to creating the supporting governance to deliver new service models across locations in line with locality plans and/or STPs

  • eHealth

    It is increasingly important and transformation activities consider and build in the benefits of using digital technology to assist patients, clinicians and health economies in delivering the best patient outcomes in the most efficient way with the best patient experience.  Through identifying digital solutions to issues facing a locality or individual health organisation and working with our clients to implement these within their transformation programmes, we can  help to increase population health and wellbeing, enable better care of ill patients through patient use of digital technology and enable better care of patients across localities

  • Integrated Impact assessment

    The Integrated Impact Assessment is a is a statutory requirement which assists commissioners and service providers to systematically identify the positive and negative implications that changes to services will have on equality groups and consider how any adverse effects could be mitigated.

    Impact assessments are a key component of reconfiguration programmes and should be undertaken by all UK Government departments and agencies implementing change.  Building on the key clinical and economic arguments for service change, it is important that decision makers also understand the impact these changes may have on the population, in particular, those groups and communities who may be most vulnerable to changes.

    We use a multi-disciplinary professional team experienced in assessing health, equality and travel and access impacts.

  • Consultations

    Many of the programmes we have delivered have attracted significant political and public interest and have required a formal public consultation.  This is a statutory requirement imposed on public bodies to consult and involve patients, the public and stakeholders when considering implementing a substantial change to the way services are provided or delivered.

    We work with our clients to develop a robust engagement strategy for pre-consultation and consultation.  We can ensure the appropriate mechanisms and channels are used for the relevant communities, staff and equality groups, ensuring your engagement will be equitable and inclusive as well as open and transparent.

    We work with clients to develop;

    • Co-designed options to put forward for consultation,
    • Consultation materials
    • A stakeholder and advocacy plan
    • A media management plan
    • A consultation execution strategy compliant with all relevant regulatory requirements.


    We are able to demonstrate successful consultation design and management as we boast the largest public response to any NHS consultation in the England.

  • Consultations Stakeholder & Community engagement

    Engagement describes the continuing and on-going process of developing relationships and partnerships so that the voices of local people and partners are heard when considering change, ensuring plans are shared at the earliest possible stages and all parties have a shared ownership.

    Our engagement approach is tailored to each project. We will engage with local patients, public, partners and key stakeholders, and utilise the feedback to influence and inform plans.

  • Insights & research

    We use insight and research techniques to help clients to better understand and engage their target audiences.

    Using research techniques enables us to develop a deeper understanding of your target audience, thus ensuring campaigns and interventions are tailored appropriately to resonate with specific groups.

    Research and insight can be used to:

    • Evaluate and track the impact of campaigns / initiatives
    • Develop messages and propositions that will resonate with your target audience
    • Market test campaign materials to refine messages


    Using an ‘insight-led’ approach to service reconfiguration will ensure that new services are patient-centred and co-designed to ensure they are appropriate for the needs of service users.e manner.

  • Marketing and Communications Strategies

    We help clients to develop messages and campaigns that are appropriate for their target audience. Using an ‘insight-led’ approach, we will help you develop a strategy that utilises the right marketing mix and the most appropriate channels to reach your target audiences.  Where appropriate, this will include a digital engagement strategy which will use a range of digital tools and techniques that will support you to find, listen to, inspire and mobilise your target audience

    We then provide informed feedback and evaluation to assess impact of your campaign or programme.

  • Media Management

    The media can play an important role in shaping and influencing the public. The right press exposure can create an improved and favourable image of your organisation, so using appropriate tactics that engage and persuade journalists, to maximise positive media coverage, is an important part of any transformation programme.

    We will work with the media on your behalf to raise awareness of your organisation, programme or campaign, ensuring messages are delivered in a consistent and credible manner.

  • Workforce Planning & Design and HR

    As demographic and non-demographic growth is one of the key challenges facing the NHS and new clinical standards for medical workforce for patient safety specify required staffing profiles, it’s paramount that organisations match their workforce with a profile of patient demand to maximise utilisation of staff.  As local areas design new types of organisations and collective ways to deliver patient-centred care, the requirement to carefully plan staffing across boundaries is increasing.

    Our in-house finance, HR and analytical experts have substantial experience providing workforce modelling and design which can help meet current pressures and future demand.  We also provide HR advice and support as organisations transform into these new workforce models

    For example, for the GM Healthier Together programme to standardise acute and specialised care, our analysis led us to change the existing view of organisational boundaries and develop a workforce model that allows consultants to work across a number of sites and providers, presenting as one NHS.

  • Leadership Development

    Effective leaders and stakeholders are essential to the successful planning and execution of all programmes. During the lifecycle of a programme, they are a valuable source of knowledge and insight making their participation and involvement crucial.

    Our approach is to work with leaders  at all stages in their career, to develop their capacity to influence change within their organisation, increase their confidence and resilience as leaders and to balance the complex range of responsibilities demanded of them.

    Doing this well ensures that your organisation has:

    Action-oriented, self-aware leaders who will improve organisational performance and efficiency

    More committed staff and managers, who are more likely to take actions that make a real difference

    Retention of more motivated and engaged people – inspired by their  leaders to excel

    Managers who are better able to articulate goals and influence others to help achieve success that can be measured

  • Research and Thought Leadership

    Our dynamic and progressive approach to clinical redesign and transformation creates multiple research and thought-leadership opportunities. Through our work with leading higher education and research bodies and our interaction with NHS bodies across the system, we are able to advance thinking in the area of health transformation to improve national patient outcomes within national budgets.

    For example, our work leading on the reconfiguration of Oesophago-Gastric & Urology cancer surgical services across Greater Manchester is part of a large scale research project investigating how consolidation of cancer surgery services affects patient outcomes, patient experience, the ways in which care is organised and provided, and the cost of services.