Case studies
The same approach, taken to the depth each organisation needed
Each engagement used a different combination of stages, which is the point. You are not buying a fixed package. These range from a single assessment to a full four-stage programme.
Recent and past clients include Locala Health and Wellbeing CIC, Homerton Healthcare NHS Foundation Trust, the Multiple Sclerosis Society, Kent Community Health NHS Foundation Trust, Anthony Nolan, Haringey GP Federation and One Norwich Practices.
Multiple Sclerosis Society
The Multiple Sclerosis Society wanted clarity on where its commercial capability, capacity and opportunities for commercial revenue growth sat before committing to change, revenue having been affected by the pandemic. I undertook an internal and external assessment that included interviews with board members and staff, costing, service reviews and an assessment of market opportunities, including retail and intellectual property. The output was a prioritised picture the board could act on, showing where the gaps were, where the quick gains sat, and what to do first.
One Norwich Practices
One Norwich Practices already knew where it wanted to get to and needed a plan to get there. Working with the leadership team, members and commissioners, we agreed the target behaviours, service development plan and transfer process, priorities and the measures. The output was a short-term business capability development plan with named owners and clear milestones, resulting in the safe, efficient and effective transfer of multiple clinical services to new providers.
Homerton Healthcare NHS Foundation Trust
Homerton Healthcare NHS Foundation Trust took the work from assessment through to delivery. The trust was, and is, surrounded by competing NHS trusts and needed to expand and increase revenue and margin to improve sustainability. We started with the internal and external review, agreed the plan, then worked on generating new revenue and services through tendering, for example speech and language therapy and community services. The work extended to cover service redesign, cost review, capacity and capability for these services and others.
The bids were successful, services were redesigned (including workforce alignment and skills), and teams and staff who had not shaped commercial work before could now do it. We stopped short of an ongoing sustain stage because the team was ready to carry it themselves.
Locala Health and Wellbeing CIC
Locala Health and Wellbeing CIC was delivering NHS community services and local authority services in a market where costs were increasing, opportunities were decreasing, contracts were ending, and where the Integrated Care System was being mobilised alongside the Provider Selection Regime and local authority TOMs (social value) procurement rules. We ran all four stages. I led the commercial function and used that live work to bring service and operational leads into the commercial process rather than around it.
The result was rapid board, senior team and stakeholder support for a revised organisational strategy, investment and transformation plan. A strategy and planning process led to a new operational, corporate and cost transformation model, a significant increase in income (contract wins of £45m per annum, contract value from £107m to £437m), board development and service development. This came with a commercial and social value strategy supported by organisation-wide market processes, including opportunity pipeline and forecasting, bid strategy and tender governance, contract and cost review, CRM, and business development policies and processes.
Commercial capability was embedded through changes to the strategy, the business planning process, organisational values, roles and responsibilities, the approach to innovation, governance and leadership.
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