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I do, I do think pirate groups, you know, permission-less innovation, sometimes technology arrives that allows people to do the job to fill that process unofficially, so you've, you've seen it in WhatsApp with doctors and rostering, like that technology was not built to help organise rosters in hospitals, but wow, there's a lot of people using WhatsApp to sort out their rosters in hospitals. The pop - carbonated beverage to give it the correct name - was produced by the Corona Soft Drinks Company, a firm that had been created by two Rhondda grocers, William Evans and William Thomas. The original factory opened in the 1890s under the name of Welsh Hills Mineral Waters, the name Corona only being adopted in the 1920s as the company expanded its range of activities to include all of Wales and many parts of England. Even in the NHS Long Term Plan 2023 ( https://lnkd.in/deKx2Qqv), the term 'demand' pops up 114 times. Yet, it fails to mention why modelling demand at trust, department, or specialty levels is paramount. It gives no indication as to why and how trusts should approach it. 📌 We have the data, but making sense of it to effectively align resources with needs? That's where we stumble. What's your take on this? Have you seen effective demand modelling in action within the NHS or other healthcare systems? Share your experiences and insights below! 👇

Yeah, well that's pretty much what Jeff Bezos said, and he seems to know a thing about running a business. But, staying with the tender process, you know, you need to just think about how you frame things, right? What is it you want? Do you want an innovative company that's not going to stand still? And therefore, don't ask specific questions that are pinned to a particular point in time or a particular process? Ask questions that really open the company up to say, show me how you've changed things over the last 10 years in your business? Are you the same business today as you were 10 years ago? If the answer is ‘yes’ we're not interested. Many businesses are stressful, they are charged, their are important deadlines and many other challenges.I also think it is worth giving honourable ‘Game Changing’ mentions to our AHP Job Planning system and our Links to external provider systems too. Our offering is growing and so is our ability to make life easier for users working across multiple modules too. 'The Perfect Serve’...SARD 2.0

But, you know, that's, I know it's a silly example, but that's when, when someone's got some autonomy, I think the particular groups that I was working with at the MoD did have, they could, they could do things like that. It just always made me laugh. Our 4-stage programme is designed to take your department, specialty, or entire trust to the pinnacle of workforce productivity!So let's, let's think about things that. So that's something that Kevin is, is really passionate about and also drives the team forward and is, is looking at these new opportunities, seeing how technology can actually change that landscape. And I think, you know, hopefully our influence is, is growing in a good way to that, and that's not about capturing the market for ourselves, it's actually beneficial for all system providers to look at these things. So, yeah. Good job Kev. In the ever-evolving landscape of healthcare, the National Health Service (NHS) faces a pivotal challenge: ensuring the right number of healthcare professionals with the right skills are in the right place, at the right time. The key? Demand modelling. Here’s why: Yeah, I think what Kevin was actually saying before, we mention it and we talk to even in, sort of, interview process about this autonomy, mastery and purpose thing. And, and I think that's regardless of what role you're perceived to play in the organisation. It was Dan Pink that described it best, saying that, you know, 'autonomy was the urge to direct your own life, mastery was a desire to get better and better at something that matters, and the purpose was yearning to do what you do in service of something larger than yourself'. And I think that... That idea, that when you work in SARD, that there isn't, as Kevin's already said, sort of, anti bureaucracy, this, this idea that you are constantly asking permission to do something, what we really want, with people that work in the organisation, we work very hard when we bring people in, to make sure that they've got that, is, is the ability and the capacity to make their own decisions about stuff. Too often underestimated, this the place where you'll find everything you need to prepare your presentation

And there's some great stories about our Guys and St. Thomas's first demonstration and our foam boards, which are still up in the office in Crystal Palace, and selling a system when you're not actually showing a system was, was fun. But, but the good news is, is we, we learn from all of these things and it allowed us to grow to where we are today.

The Ticking Clock and the Empty Chair

So you touched a little bit about the interview process and, and hiring the right people, so you guys really pulled together a really great team. I have realised that there's quite a few employees who you have met through doing theatre? And I was just wondering... and the pub as well... and just wondering if you can touch on that a little bit? A comprehensive method that aligns capacity with patient demand. We've witnessed a transformation within a Trust in less than six months: Working with an #nhs trust, who had the foresight to lead the way and engage in an approach that saw meaningful change. They are trailblazers. Engaged and committed to be better.

It is our responsibility to provide the right environment that presents the greatest opportunity for that to be a reality.When you have someone at the head of the organisation that is able to, sort of, see over the horizon and say, well look, there's a lot of things that work in a lot of places, and there's a lot of new, sort of, innovative technology that's coming in, and it's really something that we can apply. But how do we utilise these things? And sometimes the NHS will only, or the landscape around software in NHS, will only improve when people start to take what they probably consider to be rather large risks around things like open-source, using artificial intelligence, when they have people that are able to, as I say, look over the horizon and say, 'well actually, these are the benefits, and then the pitfalls are, are relatively small and it's a future'. I know Kevin says it a lot, you know, it's a future that you can look at and it's coming whether you want it to or not. You know, this, this stuff is already part of our life, as it is, let's utilise it to, to improve the way you do things and allow you to, sort of, get on with the jobs that vocationally, the most, most people in the NHS, you got into to help people. You don't want to be spending all your time operating software. We don't. But, you know, he used to do it. He used to do it, so.... Before he became famous and we decided at that point that we should maybe let him go. And do the thing that he loved. In closing, let's shift the paradigm. Asking for help is not a sign of weakness; it's an endorsement of strength. It’s the first step towards a future where our healthcare workforce is as robust and ready as the patients we serve deserve. Call to Action: