OUR CLIENTS
Health Innovation Manchester: Organisational Development
The approach from Camburg was very different, to create sustainability in the planning and execution which would have a long-lasting effect after they walked out of the door… I don’t think that you can underplay the importance of the mixture of experiences that Camburg has.
Ben Bridgewater
CEO Health Innovation Manchester
The challenge
Health Innovation Manchester (HinM) was established in 2017, followed in February 2018 by the appointment of a new CEO.
In April 2018, the hosting arrangements for HinM transferred to Manchester University NHS Foundation Trust, with its operating model based on the legacy of two organisations – the Greater Manchester Academic Health Science Network and Manchester Academic Health Science Centre. The cultures and operating models of the two organisations were very different and after making significant changes to develop the arrangements, HinM recognised that to fulfil its potential and enable the system to deliver innovation at pace, more was needed to be done to ensure optimal value for money to its system partners.
HinM wanted to build in the best from its partner universities, to have great partnerships with industry, to be effective at delivering innovation into a complex NHS ecosystem. It wanted to keep the best of public sector and NHS culture and marry it with the best of industry culture.
HinM asked Camburg to ascertain how the existing operating model supported HinM’s ambitions and goals, and to create a high-level plan for improvement to help take the organisation from “good” to “great”.
Approach
Camburg undertook a desktop review of the business – analysing financial plans, structure, service level agreements, process maps, policy documents, staff surveys, staff communication, and the operating model of the organisation – how it plans, delivers, reviews, and continually improves.
Camburg also interviewed key stakeholders– staff members and board members. Camburg led staff focus groups, and sessions were held with the Senior and Executive Management Teams (SMT & EMT).
Camburg’s summary of findings and recommendations were presented to senior management focusing on three key areas:
- Alignment – aligning around HinM’s vision, strategy, culture and values
- Execution – executing in accordance with HinM’s strategy
- Capacity, Capability and Motivation – delivering HinM’s strategy with the current capacity, capabilities and motivation levels
Outcomes
HinM accepted Camburg’s recommendations, which were sequenced into a high-level plan, highlighting 10 key activities, resulting in 3 key projects:
- Supporting the CEO and members of EMT to continue to develop leadership capability
- Improving Operational Effectiveness through the Target Operating Model and the PMO function
- Providing a programme management expertise to oversee the setting up of the PMO function, and supporting the programme director of digital of HinM in its delivery