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Roy LilleyHost
Roy LilleyHost
Passengers and passengers might reasonably ask, what are you doing about it? Which brings me to Penny Dash again.
In a gobsmacking paywalled Financial Times interview, which I do link to if you can read it, the chair of NHS England describes an organisation making enormous strategic decisions without the analysis needed to support them.
mental health strategy without a proper understanding of spending, workforce or estate.
Urgent care centres planned without comparing alternative locations, costs and outcomes.
Not a commentator, consultant or a retired executive, she's the person paid to provide leadership, challenge and oversight, in plain English, to make stuff work and get stuff done.
In evidence to MPs, and I linked to it this morning, in evidence to MPs in May 2026, she accepted that ultimate board accountability rested with the chair, whilst distinguishing that from executives' responsibility for operational delivery.
She accepted the unplanned abolition of NHS England with no complaint, and it's a tricky time.
Dash spent years, and I linked to her CV this morning, she spent years in health care... organisations and worked at McKinsey and previously led NHS Strategy.
She must stop rolling out criticism and start rolling up her sleeves to get things done.
What has she changed? What has she stopped because the evidence wasn't there? What's her action plan? At NHS England's October board meeting, directors acknowledged, and I linked to it this morning, that flagship technology programmes, including the NHS app, single point of access and federated data platforms, were progressing, quote, more slowly than anticipated.
The board's digital committee identified inadequate operational plans, disconnected projects and benefits arriving too slowly.
Technology is supposed to be one of the three great shifts underpinning the 10-year plan, yet NHS England, charged with delivering it, apparently cannot consistently connect technological ambition to operational reality.
Passengers and passengers might reasonably ask, what are you doing about it? Which brings me to Penny Dash again.
In a gobsmacking paywalled Financial Times interview, which I do link to if you can read it, the chair of NHS England describes an organisation making enormous strategic decisions without the analysis needed to support them.
mental health strategy without a proper understanding of spending, workforce or estate.
Urgent care centres planned without comparing alternative locations, costs and outcomes.
Not a commentator, consultant or a retired executive, she's the person paid to provide leadership, challenge and oversight, in plain English, to make stuff work and get stuff done.
In evidence to MPs, and I linked to it this morning, in evidence to MPs in May 2026, she accepted that ultimate board accountability rested with the chair, whilst distinguishing that from executives' responsibility for operational delivery.
She accepted the unplanned abolition of NHS England with no complaint, and it's a tricky time.
Dash spent years, and I linked to her CV this morning, she spent years in health care... organisations and worked at McKinsey and previously led NHS Strategy.
She must stop rolling out criticism and start rolling up her sleeves to get things done.
What has she changed? What has she stopped because the evidence wasn't there? What's her action plan? At NHS England's October board meeting, directors acknowledged, and I linked to it this morning, that flagship technology programmes, including the NHS app, single point of access and federated data platforms, were progressing, quote, more slowly than anticipated.
The board's digital committee identified inadequate operational plans, disconnected projects and benefits arriving too slowly.
Technology is supposed to be one of the three great shifts underpinning the 10-year plan, yet NHS England, charged with delivering it, apparently cannot consistently connect technological ambition to operational reality.
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