How the pandemic has forced change in how we use technology for compliance
The COVID crisis has driven acceptance of some significant cultural changes in Health. Previously resisted, but forced through because of the crisis, the benefits are transparent and countrywide in nearly every setting.
Ideas, issue sharing and collaboration for teams
A few months ago, I spotted a MASSIVE contradiction on LinkedIn...
Supporting the where and when with why
Much if not all of the information in your daily, weekly or monthly reports will have been originated by a person, one who goes into a system and manually inputs a number.
When your plan is fundamentally knocked off course – you re-plan.
Every organisation has had its plans affected by COVID-19 and the vast majority of organisations have already re-planned once and will do so again in the next 2-3 weeks and again in 3-4 months.
Many large organisations were used to taking 3-4 months to write a single annual plan. But there had already been a movement to more agile planning and execution cadence.
What was pre-existing best practice and what lessons can we take from the COVID-19 experience?
What can we learn from the use of data during the COVID-19 crisis.
We often visit CEO’s, Heads of Transformation, culture “experts” and performance leads, to talk about transformation and performance improvement. We often hear data is the new golden bullet that will help them be smarter, do a better job, drive more revenue or provide a better service.
Organisations will spend in some cases many millions of pounds, euros or dollars setting up data warehouses, data cleansing, data analysis and data mining systems. Data seems to have become the wonder drug that people believe will transform their businesses overnight.
Being well-led in times of crisis needs different ways of working
I’ll tell you what’s scary. Over the last 4 weeks, I’ve seen massive government departments, big corporate businesses, care homes and other critical front-line organisations spin up spreadsheet after spreadsheet to help them manage what is now the fastest-changing operational environment they’ve ever seen.
Robert takes us through InPhase’s rapid response to covid-19
How are you doing?
When COVID-19 first hit, I wanted to make sure all of our customers, as well as our staff, were OK.
We setup a process to call all of our customers and asked them “how can we help” (many of our customers are key service providers; the NHS and health service providers, Local Authorities, Fire Services, Social Housing providers). They all said “we are really struggling with understanding what’s happening with our workforce. We are finding it difficult to manage key actions and who has to perform the high priority actions with so many people going off sick and self-isolating.” Mobile working clearly added to the complexity.
Our definitive list of reasons why integrated NHS assurance is a the way forward
Assurance is a vital aspect of governance within an NHS Organisation. Boards need to ensure that their organisations can deliver the financial sustainability and quality care that they declare within their annual governance statement, be this business as usual or mid crisis.
It is well known that it is vital to have effective assurance systems in place to ensure that reality is not distorted from ward to board. However with increasing pressures on the NHS, regular and continued organisational change and the need for constant innovation what does an effective assurance system look like in 2020?
What procurement need to understand about performance management
The idea of Performance Management within Procurement is a scarcity, with most organisations not really grasping the importance of effectively managing the performance of their Procurement arm. Here we will be focusing on three main areas – the fundamentals of scorecards; the challenges of identifying value for your organisation and some practical approaches to measure and track value and performance.
We will also deep dive into key performance metrics to look out for and how to clearly identify good performance.
A short list of the most important things we think you need in 2020
With Christmas and the New Year approaching with speed. We thought we'd create a quick wish list for what we think will be the most desired functionality and features in the New Year.
Have a read through our list and see what you think... do you agree with what we've included?
Target setting should not be treated lightly!
A key element of managing performance is to set challenging but achievable targets against meaningful performance indicators.
The achievement of these targets is a key element in an organisations duty to continually improve their services and to deliver their aims, objectives and priorities.
Target setting can come with its own problems, but listed below are 18 things to consider, which will help you avoid many of these.
From origins and evolution to the current business context of dashboards.
In a modern working environment, we often hear or talk about dashboards, an information hub that brings relevant information to our fingertips or more accurately our eyes. Before we dig into why we need a dashboard it helps to understand the origins of this term.
Quickly respond to challenges in short timeframes using industry leading software
Agile working involves responding in short time-frames to changes. Those changes may be fresh knowledge that comes from new data insights, or internal re-organisations, priority changes, unplanned resource availability changes, or a host of external factors.
We all need to save cash, let's do it based on positive outcomes!
Austerity is an issue all the whole of the public sector are facing, and financial resources can be scarce for everyone. Organisations can utilise outcomes based budgeting (OBB) practices to better allocate and prioritise their resources. Here we will take you through what Outcome Based Budgeting is all about, it's advantages and how you can implement it.
A great Bernard Marr article: "How Google Sets Goals: The OKR Approach"
We've seen a great article from Bernard Marr and how google adopted the OKR (Objectives and Key Results) approach as a start up.
We love OKRs at InPhase which is why we've automated the whole OKR process to help you define, cascade and manage business plans, collaborative goals, projects, risks, and key results from the strategic to the transaction level, from the CEO to the individual member of staff.
See the Bernard Marr article below: