Leading Complex Change
Whether it is organisational transition or controversial service reconfiguration the Board and Senior Executives need to be able to balance the short term performance requirements of 'keeping the show on the road' with the need to create and communicate the longer view. With enormous experience in leading major NHS organisational internal and opposed service reconfiguration Mark has a wealth of knowledge to bring to helping senior teams successfully plan, prepare, execute and weather complex change.
Unlike many consultants and consultancies Mark has 'been there and done it' so knows what it feels like to be a leader at the sharp end and a Board member in these sort of environments. Cold strategic analysis goes only so far - the professional and personal impact of being responsible for significant organisational change or for leading a locally contentious service reconfiguration in a sensitive political environment (particularly if your family lives in that same community) cannot be underestimated but can be successfully prepared for.
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