A few months ago, I spotted a MASSIVE contradiction on LinkedIn...

Every organisation has had its plans affected by COVID-19 and the vast majority of organisations have already re-planned once and will do so again in the next 2-3 weeks and again in 3-4 months.

We often visit CEO’s, Heads of Transformation, culture “experts” and performance leads, to talk about transformation and performance improvement. We often hear data is the new golden bullet that will help them be smarter, do a better job, drive more revenue or provide a better service.

Assurance is a vital aspect of governance within an NHS Organisation. Boards need to ensure that their organisations can deliver the financial sustainability and quality care that they declare within their annual governance statement, be this business as usual or mid crisis. 

It is well known that it is vital to have effective assurance systems in place to ensure that reality is not distorted from ward to board. However with increasing pressures on the NHS, regular and continued organisational change and the need for constant innovation what does an effective assurance system look like in 2020?

The idea of Performance Management within Procurement is a scarcity, with most organisations not really grasping the importance of effectively managing the performance of their Procurement arm. Here we will be focusing on three main areas – the fundamentals of scorecards; the challenges of identifying value for your organisation and some practical approaches to measure and track value and performance.

We will also deep dive into key performance metrics to look out for and how to clearly identify good performance.

With Christmas and the New Year approaching with speed. We thought we'd create a quick wish list for what we think will be the most desired functionality and features in the New Year.

Have a read through our list and see what you think... do you agree with what we've included?

A key element of managing performance is to set challenging but achievable targets against meaningful performance indicators.

The achievement of these targets is a key element in an organisations duty to continually improve their services and to deliver their aims, objectives and priorities.

Target setting can come with its own problems, but listed below are 18 things to consider, which will help you avoid many of these.

Agile working involves responding in short time-frames to changes. Those changes may be fresh knowledge that comes from new data insights, or internal re-organisations, priority changes, unplanned resource availability changes, or a host of external factors.