Leading To IMpact Blog: Leadership & Decision Making For Social Impact

Are business cases the right way to fund neighbourhood health?

They are practical, familiar, and aligned with existing NHS processes. But they were designed for predictable hospital systems, not complex community care.

This blog explores whether business cases will enable real transformation, or simply shift services without changing how care works.

The NHS cannot build a successful future on a platform of fear. A culture of blame and scapegoating is driving bureaucracy, stifling innovation, and eroding psychological safety. If we do not replace blame with trust and system learning, we risk locking the NHS into the past.

Introducing A new practitioner-led learning community for people working in neighbourhood health.
Launching in February, the Neighbourhood Health Academy brings together clinicians, commissioners and system partners to learn, share and develop credible neighbourhood models grounded in real-world practice. Applications are now open.

Feeling stuck or overwhelmed by big career decisions? Try the Cynefin Framework to guide your thinking, a powerful tool to clarify your options. Discover how to confidently tackle uncertainty, manage risks, and unlock new career paths. It’s your practical guide to turning career anxiety into actionable opportunity

Every day people are laid off communities are not valued why? Why do our organisations see people only as costs?
It’s time we stop disinvesting in what matters most and start valuing humanity and creating positive social impact.

Why the leadership role model set by Wes Streeting is a terrible example to set for the NHS and risks many poor decisions.

The Psychology why managers so often get over focused on the spiral of control and power, orders plans and micromanaging and how to escape it.

Learn why cutting bureaucrats the wrong way to fix the problems of bureaucracy and how we can really tackle this problem in our organisations

NHS England didn’t change the system, the system changed NHS England. Discover why falling into a Darwinian Trap led to its failure, and how your organisation can evolve differently.

Focusing only on measurement, healthcare risks losing what matters most and understanding the real human and the real problem.

“You can’t do that, it’s not in the budget!” How this powerful lie prevents change and innovation in healthcare and what we can do about it.

Relying on narrow KPIs can mask deeper causes and shift problems instead of solving them. The Change Radar captures a fuller picture, health, social, and environmental factors, enabling earlier, more effective interventions.

Learn why groups often fail to produce innovative solutions when they brainstorm and solve problems resulting in the minimum acceptable solution

Defining the problem in public sector projects & initiatives is often the first step to failure. We need to refocus on the system that creates those needs

What does good AI look like? The concept of harmony can help us find our way to better AI and create a for a better future and positive social impact

Are we drowning in data but missing the point? Despite collecting ever more healthcare data, we are missing people’s diverse experience of reality.

The NHS is broken according to the UK Prime Minister. The NHS is at a crossroads once again, with fresh discussions of reform and yet another plan being proposed aimed at ‘fixing’ what’s deemed a broken system. But will a plan work? Can we learn from how other plans...

It’s one thing to want to make your organisation diverse it’s another thing to do it. Our recruitment process discriminates at every stage against diversity. Whilst we talk about making our organisations more diverse, our main tool for change prevents diversity by...

What is the Edge of Possible? How can it help you and your organisation make better decisions, be more resilient and grasp future opportunity?

Why Our Comfort Zone is our ecological niche and what this can teach us about change and transformation.

Elliot Rogers explained his Diffusion of Innovation Theory through a psychological model of change that is now long out of date. How can a modern understanding of psychology be applied to the diffusion of innovation to speed it up? 

Diffusion of Innovation Theory is the Most Widespread and important theory about how technology and change is spread throughout society. But it is more than 60 years old. What’s wrong with it and what can we do about it?

We normally focus on the wrong things for organisational change. Instead of looking at the parts such as processes, products, or people that make up the system understand the way that it is connected up can be the key to unlocking change.

Ashby’s law of requisite variety can often explain why organisational change fails. It explains why variation in implementing change is a force for success.

Diversity & Inclusion is essential in organisations, but it often conflicts with the idea of decision making being clear and simple towards an optimum.