The NHS may be the proudest achievement of our modern society.
It was founded in 1948 in place of fear -the fear that many people had of being unable to afford medical treatment for themselves and their families. And it was founded in a spirit of optimism -at a time of great uncertainty, coming shortly after the sacrifices of war.
Our nation remains unwavering in that commitment to universal healthcare, irrespective of age, health, race, social status or ability to pay. To high quality care for all.
Our values haven’t changed, but our world has. So the NHS needs to adapt to take advantage of the opportunities that science and technology offer patients, carers and those who serve them. But it also needs to evolve to meet new challenges: we live longer, with complex health issues, sometimes of our own making. One in five adults still smoke. A third of us drink too much alcohol. Just under two thirds of us are overweight or obese.
These changes mean that we need to take a longer view -a Five-Year Forward View – to consider the possible futures on offer, and the choices that we face. So this Forward View sets out how the health service needs to change, arguing for a more engaged relationship with patients, carers and citizens so that we can promote well-being and prevent ill-health.
It represents the shared view of the NHS’ national leadership, and reflects an emerging consensus amongst patient groups, clinicians, local communities and frontline NHS leaders. It sets out a vision of a better NHS, the steps we should now take to get us there, and the actions we need from others.
Five Year Forward View
This White Paper from NHS Improving Quality examines leading trends in change and transformation from multiple industries across the world.
As leaders of health and care we operate in a world where change needs to happen at a faster rate and become more disruptive – our thinking and actions need to challenge the status quo, which will not serve us for the future.
Many of the ways we go about improving health and care (in the NHS and elsewhere) were designed in a different mindset for a different set of circumstances. Given the radical and complex nature of our transformational challenge, these ‘tried and tested’ methods increasingly won’t deliver what we need to deliver for patients.
In this White Paper, we identify the profound implications and opportunities for leaders of health and care. They include a fundamental rethink about what organisational and system change means, including:
- Who does it (many change agents, not just a few)
- Where it happens (increasingly ‘at the edge’ of organisations and systems)
- The skills and mindsets that change agents need.
It also means embracing disruption and ‘disruptors’ in our organisations and wider systems to create an environment where innovation is encouraged; no longer seeking to ‘overcome resistance to change’ but welcoming difference, diversity and dissent as core operating principles of our organisations.
The White Paper concludes with a call to action: join the new breed of leaders across the world who are rewriting the rules of change and leading change from the future to get different results.