Glasgow Health Service goes through the pain barrier: Patient alive and well after organizational change

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments.

Findings

Using external resources to target specific gaps in expertise can help to maintain momentum though there are always difficulties with both securing the funds to use external help and in implanting external advisors into complex organizational contexts. Looking beyond the narrow confines of your own organizational setting can offer both sources of reassurance and inspiration. The NHS managers in this project derived real benefits from full and frank discussions with colleagues in other public and private sector organizations.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2008), "Glasgow Health Service goes through the pain barrier: Patient alive and well after organizational change", Strategic Direction, Vol. 24 No. 4, pp. 26-28. https://doi.org/10.1108/02580540810860841