We held a series of workshop events for the core executive team to help them think through the opportunities of redesigning management structures. This included:
• Working with the team to develop and agree the key principles and overall vision for change.
• Introducing concepts and applying service line thinking to the current organisation.
• Putting forward the benefits and taking the team through a process of how to model the organisational design around flatter more responsive structures.
• Guiding the team to develop a new proposed clinical leadership model, including roles, responsibilities and skill sets required.
• Developing an overall programme plan for the key deliverables required to transition to the proposed new management structure.
The principle outcome was the team were able to resolve their conflicting opinions and perspectives and to be able to work productively as a team on a complex and difficult organisational challenge to a point where they could take the fully fleshed out opportunity to the full Trust Board where the plan was approved in December 09. The benefits of transitioning to the new structure included:
• Greater clinical involvement in leadership and operational management.
• Improved responsiveness through shorter lines of communication.
• Bringing the Executive team closer to the front line.
• Improved affordability through removal of unnecessary layers.