Health & Wellbeing, plus Pharma

Organisational Development & Communication Strategy,
The Royal Brompton & Harefield NHS Trust (UK)

SG - Clients - NHS - RB&H


The Royal Brompton & Harefield NHS Trust, established in 1998, is based in Chelsea, London & at Harefield, near Uxbridge, Middlesex. The Trust was the result of a successful merger between two hospitals & is now the largest postgrad cardiothoracic centre in Europe. Understandably, mergers take a while to settle down & culturally; both hospital staffing teams remained subtly different & not always willing to change as fast as management required to meet stretching new government targets.


Synergy Global is proud to have partnered with the Trust on a whole range of organisational development challenges over many years. Acting as a retained change agent & executive facilitator/coach, we helped the Board with OD needs analysis & development planning, facilitated Board & Executive Awaydays, Clinical Directorate Meetings, Process Improvement Programs & a variety of training courses at all levels.

When we first started to partner with the Royal Brompton & Harefield NHT Trust (RBH) there were many outdated processes adversely effecting patient care & understandably the Board/Executive & senior clinicians were keen to embark on a service improvement strategy.

However, there was a need to engage all levels of staff (plus volunteers & patients where possible) in simplifying the process from a patient’s perspective. At the time, the UK Government were awarding Trusts with a £1m for each ‘quality star’ they achieved, so the Trust was keen to reach 3 star status as soon as possible. During our needs analysis phase, we discovered that there was a need to build leadership competencies across the organisation, particularly with the senior clinicians, who were busy caring for patients & now taking on increasingly important change leadership roles. There were several specific ‘problem areas’ that required trouble-shooting & some multidisciplinary teams that required some focused team building. There was also a need to engage & value a cross-section of middle managers, with the client wishing to retain & develop the high flyers at Directorate Level. The new CEO requested facilitation of an Executive Awayday.


Organisational Development (OD) & facilitation in partnership with internal change agents, on a major Process Improvement (PI) Initiative over a three-year period engaging well over 200 staff from all disciplines & transferring skills to over 30 teams. Tools & Techniques of PI (including process mapping) Workshops; engaging consumers in the process of decision-making; coaching the PI Team Leaders & Facilitators. PI Communications Strategy & Training of Link Communicators. The positively evaluated Senior Clinical Leadership Program (SCLP). Designing & delivering a range of Team Building Events. Trouble Shooting ++. Facilitating the development of the ‘Making A Difference’ (MAD) Multidisciplinary Network (a cross-section of 30 Middle Managers set up by Patrick Mitchell, the innovative Director of Operations). Executive Awaydays & coaching for many senior managers & clinicians from all disciplines, who were involved in leading the cultural change strategy.


Positive evaluations from all projects & hence repeat business over 5 years, working to three different CEOs. We successfully transferred process improvement skills (based on lean methodology) to Team Leaders & eventually partnered with the internal Transformation Director to coach them to lead over 50 PI initiatives to improve service quality to patients whilst decreasing red tape for staff.

Impact of PI initiative was recognised by patients, staff & purchasers to be a success with qualitative/quantitative outcomes that resulted in the Trust being awarded 3 Stars by the UK Government. No less than 30 major processes & patient pathways were explored & improved, involving patients wherever possible. PI Team Leadership skills transferred so ongoing consulting cost reduced, as internal staff took over – led by Anne Percival, Director of Physiotherapy, who became an excellent PI facilitator & project manager. People commented on how communications had improved since our strategy began – incorporating a notice board campaign, newsletters, an eZine & more proactive use of the Trust’s informal network, formal briefings & intranet. Teams are much stronger, with MAD still going strong.

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