What are the sort of lessons learned that you've got the organization to think about what should be the first one hundred-day targets to get through once you've gone live? If, if you were to do it again tomorrow, what would you say to your exec team and your colleagues, "These are the three things we've got to get right in the first hundred days"?

Well, most of them are across any major change in the healthcare setting has to be to maintain the safety of all your systems.

So, um, whilst you go in the, in the go live two or three days, of course, you go into business continuity plans, and you really need to keep them close to hand just in case because something might go wrong.

But it's also, it's about keeping resource available to be wrapped around colleagues, whether it be clinical or non-clinical, to remind them what their training told them, possibly to retrain them if they forgot, but also to be able to just give them a bit of a comfort and a safety blanket.

Uh, talked about the, um, ha-having experts in every area clinical, but also it's non-clinical experts as well because actually-

[laughs] Um, sixteen years, Andy, uh, what would be your, uh, what would be y- what, what questions should leaders constantly be asking themselves? Someone as senior as yourself, what do you reflect on?

Never forget what your key purposes are, both as an organ- organization and an individual, uh, what your values are, what your organizational values are.

Are you making decisions with those things in mind all the time? Not every decision's gonna go the right way.

What are the sort of lessons learned that you've got the organization to think about what should be the first 100 day targets to get through once you've gone live? If, if you were to do it again tomorrow, what would you say to your exec team and your colleagues, "These are the three things we've got to get right in the first 100 days"?

Well, most of them are across any major change in the healthcare setting has to be to maintain the safety of all your systems.

So, um, whilst you're go- in the, in the go live, two or three days, of course, you go into business continuity plans, and you really need to keep them close to hand just in case because something might go wrong.

But it's also, it's about keeping resource available to be wrapped around colleagues, whether it be clinical or non-clinical, to remind them what their training told them, possibly to retrain them if they forgot, but also to be able to just give them a bit of a comfort and a safety blanket.

Uh, talked about the, um, ha-having experts in every area of clinical, but also it's non-clinical experts as well because actually-

[laughs] Um, sixteen years, Andy, uh, what would be your, uh, what would be y- what, what questions should leaders constantly be asking themselves? Someone as a senior as yourself, what do you reflect on?

Never forget what your key purposes are, both as an organ- organization and an individual.

Uh, what your values are, what your organizational values are.

What's your take on these findings? Do they resonate with you?

Well, firstly, yes, strongly, strongly recognize when I read the report and what the report captures very clearly is that productivity in the NHS isn't about staff working harder.

It's about creating the conditions that mean they can be more effective in what they do on a day to day better.

The outcomes are better for their patients, which they're serving, which is exactly what they want.

You know, you say we're a trust that operates across two main sites, so we see firsthand all those challenges that the report talks about, various different targets, whether it's waiting lists, UEC, financial, workforce pressures, whilst trying to do long-term improvement and transformation.

So many of these priorities are individually very, very important.

Nobody denies that.

So What do you think that higher productivity actually means in practice for a frontline team? Give us a flavor of what you've done in your trust to improve this.