Runs on PeopleHealthcare and practices
Wards, surgeries and clinics. Higher stakes and harder rotas, the same people problems underneath.
The nine dimensions, in your world
What weak looks like here. Each one links to its playbooks.
Product and Operations
OutcomesTargets are hit while patients still wait for the thing that matters to them.ReliabilityThe list only clears because one GP stays late every night.MeasuresDNA rates are reported monthly and the reminder process stays the same.Playbooks, in your terms
A practice manager's check-in with reception turns into rota admin. Move the rota to a shared sheet and ask what slows them down.The 1:1 playbookPeople · Trust→Only one nurse knows how to set up the new infusion pumps.People debtPeople · Capability→A triage protocol written by the partners and ignored at reception, because reception were never asked.Process is an agreementProcess · Agreements→Another service lands on a full clinic list. Ask which sessions it replaces.How to say noProcess · Clarity→The one GP who always stays late to clear the list.Stability without heroesProduct and Operations · Reliability→Raising a colleague's manner with patients, in the ten minutes between clinics.Runbooks for humansPeople · Trust→Choosing the practice's improvement projects when the senior partner already has a favourite.Prioritisation that survives the loudest voiceProduct and Operations · Outcomes→Clinical leads want time for audit and training; management wants appointments delivered. Agree protected time each quarter.Ending the engineering vs product tug of warProcess · Cadence→The trust's vision is "care closer to home". The newly qualified nurse should know why reducing readmissions on their ward is part of it.From vision to the graduate's first dayProcess · Clarity→A practice adds a dashboard of DNA rates. The useful question isn't "who has the most?" but "what would make us change how we remind patients?"Using data to make decisionsProduct and Operations · Measures→A practice manager hits every target and loses two receptionists a year. That's managing without leading.Good manager, good leader: how to know you're bothProduct and Operations · Measures→The best clinician becomes practice lead and keeps seeing a full list, leaving the rota and the team to sort themselves out.You've been promoted. You're a beginner again.People · Capability→A senior clinician who takes over every tricky case teaches juniors to wait for them.Multiply, don't diminishPeople · Capability→The nurse who redesigned the handover sheet should make sure the ward manager and matron know it was her.Getting noticed, without the networking malarkeyPeople · Capability→the annual staff survey says "not enough time with patients". The ward that acts on it changes one rota rule within a month.Surveys that change somethingProduct and Operations · Measures→good wards follow the protocol. Excellent wards improve it and share it with the next ward.Good vs excellentProduct and Operations · Outcomes→a ward reset after a serious incident, run with the staff, not done to them.How to reset a teamProcess · Cadence→the same rota pressures every week. Giving the team a say in one rota rule breaks the sense that nothing can change.Groundhog Day: when every week feels the samePeople · Energy→
Industry notes written with people who work in healthcare and practices are coming. Want to contribute? Get in touch.