Excellent piece by Barrie to accompany an equally perceptive piece by Nigel Edwards. Too many NHS Trusts see their estate almost as albatrosses around their necks and for reasons that Nigel and Barrie highlight, it can be difficult to see your infrastructure as an asset to be sweated. The same is true for the workforce as Barrie says. Two of our greatest assets can quickly become albatrosses if we do not remember that they are there to serve the system, not to BE the system - if we are not careful we'll turn into a large and not very well run property management organisation and HR organisation, forgetting what our core job is. In today's rapidly changing world of public expectations, demography, and technology, we need to be SO much more flexible and adaptable with the resources we have inherited. More future proof models of care that deliver better patient outcomes, better patient experience, and better public health, all within financial and environmental limits will need innovation, risk taking, and collaboration on an unprecedented scale with as many incentives aligned as possible. That way, collaboration can be maximised in the public interest and meaningless competition and short term vision minimised. And the transition to a sustainable and resilient system will be smoother and benefit more people, more fairly. It will be good for patients, good for the public, good for the purse (and, hey, good for the planet, too).