Beginnings and endings
Organisational change in healthcare
I have had the honour of leading two NHS organisations for the past two and half years. For the last 12 months we have organised the leadership with one Board over both organisations (a group model - UK NHS language) for both the executive and non-executive teams. Our approach was to align as much as possible across both organisations, prior to us formally merging - and that merger took place this week on the 1st April 2026.
Teams and staff have been encouraged to focus on endings and celebration as it is essential to acknowledge how much each of the legacy organisations meant to people. The extent to how much people and teams wanted to mark the changing of the organisations differed widely. For some it felt like a huge change, akin to grief and loss - others a chance to reflect on the good and tough times they have had and often a chance to eat, re-connect and chat with colleagues.
Marking an end and acknowledging that change before we move forward, has been really important.
Beginnings come with some interesting hazards too! The first reaction is often to celebrate, make a lot of noise and be bold because something new is here. However I take a different stance, which is steeped in the fundamentals of what an NHS Trust is created to do.
Statutory NHS organisations are public benefit organisations and exist for one purpose alone - to support our staff to deliver great health and care to our communities. Everything has to be viewed through that prism.
Hence a great beginning from my perspective is that 7000 plus staff were able to concentrate on day one in delivering great care and were not distracted that the organisational form had altered and our name had changed.
The important aspects of mergers aren’t about the name, the structures, the technicalities - these aspects play their part - but pale into insignificance against the key litmus test - are we doing the right things for our local residents?
As in all mergers, the technical aspects, whilst demanding and detailed, are the easier elements to get right. The standardisation, alignment, culture and leadership development to create a one team approach is work in progress and will continue on for a long time.
I have found, in leading both Trusts into this merger, that the more we can focus on being best in class in everything we do - not worried about how each organisation has historically operated - the quicker we make progress and change.
Hence day one was relatively quiet - thousands of staff got on delivering healthcare uninterrupted - I’d say that was success!
Our organisation is nothing without our dedicated staff, teams and relationships with the partners in the public and private sectors. My job, and the key role of the Board is to make sure our colleagues have the right support and we shape the culture so that each individual and every team can thrive.
Thank you to all of our colleagues in the Trust for their amazing professionalism, diligence and energy- you are truly remarkable.
Thank you also from my perspective to people that are often unseen but play an huge role in our Trust - our non executives. I have had the pleasure and support of so many non executive colleagues over the years and wanted to thank especially, the Chairs who have led both organisations over the years.
We have merged to ensure we are in the best position to implement the British Governments’ 10 year plan for the NHS and the strategic priorities of our Local Authorities and two Integrated Care Boards.
I know we are in a good position to make that a reality and will be sharing more insights/reflections on this platform as we transform how health and care is provided across our geographies.
https://www.eastofenglandcommunityhealthandcare.nhs.uk