DGM wrote:A little bit confusing. You say as a country we don't embrace change, but then say that most business have indeed embraced change? Ideally of course the NHS would be adopting any technology that would enable it to perform more efficiently (providing they have the funding and expertise available to deliver it). Also, in the commercial world you have competition as a factor driving such decisions, you have the movement of labour between companies taking with it new ideas & ways of thinking.
Regardless, there are extensive transformation projects going on in the NHS currently. Also, there are examples where technology has been embraced. I can book GP appointments online, I can check in at the GP surgery using the tablet they have there, things like that. Certainly room for improvement I accept, but I don't think it's as old fashioned as some might think.
I suppose the answer would be how many don't? Most large companies have their own transformation departments that drive an increase in efficiency and reduce cost. There's no doubting Brailsford's methods achieved results, but now easily can this be rolled out en-masse, and what are the negative impacts?
It's a bit of both. Bren is right in that there is a fear of what will happen during & post-Brexit and companies are keeping their powder dry to an extent, but there is a reluctance to lend. I have a business that relies predominantly on the ability to secure finance to be able to make further capital investments. A year or so ago (post crash), you're right, it wasn't easy to borrow, but in the past year or so it has gone to the next level. Lenders are being extremely careful, and the level of risk they're willing to take very very low.
Regardless, there are extensive transformation projects going on in the NHS currently. Also, there are examples where technology has been embraced. I can book GP appointments online, I can check in at the GP surgery using the tablet they have there, things like that. Certainly room for improvement I accept, but I don't think it's as old fashioned as some might think.
I suppose the answer would be how many don't? Most large companies have their own transformation departments that drive an increase in efficiency and reduce cost. There's no doubting Brailsford's methods achieved results, but now easily can this be rolled out en-masse, and what are the negative impacts?
It's a bit of both. Bren is right in that there is a fear of what will happen during & post-Brexit and companies are keeping their powder dry to an extent, but there is a reluctance to lend. I have a business that relies predominantly on the ability to secure finance to be able to make further capital investments. A year or so ago (post crash), you're right, it wasn't easy to borrow, but in the past year or so it has gone to the next level. Lenders are being extremely careful, and the level of risk they're willing to take very very low.
Brailsford's methods e.g. Kaizen will work in any environment it mostly common sense and having a desire to change outdated practises. Most businesses should have identified low hanging fruit but a 1% improvement in 10 elements in a process is a 10% improvement in the process as a whole. When put like that its appears more achievable.
On borrowing it depends how much you want and what you want it for - however getting them to give you an overdraft is a whole different ball game
