[quote BungleandGeorge]@user1497207191
I did say led, which isn’t quite the same as totally excluding everyone from outside the organisation. In discreet areas it can work well, what doesn’t work is someone from outside coming in and not listenigg no to staff because health care requires very specific knowledge to understand it. Have you ever worked for the NHS? Do you not think that those from within are the best to judge what works and what doesn’t? The NHS moved over to remote working overnight during the pandemic, it was simply a question of investment.[/quote]
No. I've never worked in the NHS. But I have been the "outsider" who's gone into various organisations over my professional working life of nearly 40 years. In my case, it was to implement financial based systems, i.e. stock control, job costing, budgeting/forecasting, financial reporting, internal controls, etc. Time and time again, I've seen grossly inefficient ways of working that the in-house staff are overly protective of simply because they know no different.
I was once on a project that lasted two years to implement a stock control/job costing system. The firm in question had tried (and failed) several times to implement a computerised stock/job control system and had decided to write their own software to do it, hence needing an accountant to work alongside the software developers to tell them how to incorporate the "money" aspects. At the first meeting I saw immediately why their previous software implementations had failed. They had a weird parts numbering system, about 15 characters long and a mix of letters and numbers and other special characters (like a modern password). They thought the numbering system was brilliant as you could tell everything about the part by deciphering the number. I thought they were bonkers, because any half decent stock control software database could do the same based on a random part number but with "tags" attached to give data such as material, length, width, angle, colour, etc. I told them so, but they insisted on keeping their brilliant parts numbering system. 2 years later, a few hundred K spent on software and they were no nearer to having a system that worked as the software designers just couldn't turn their part number system into a workable database. The firm got in a new MD who basically scrapped the in house software dept, bought a stock/job control software he'd used in a different firm previously, and TOLD the parts staff, procurers, design staff etc to use a simplified part number system. Within a couple of months, it was up and running and the "old" staff couldn't believe how well it worked! They'd wrongly believed that their firm was so "special" and unique, that they needed a special numbering system and that an "off the shelf" database couldn't possibly have worked.
It's all about having people who've worked in different environments who have a different view, based on different experiences.