Excellent breakfast seminar, recommend listening to all the speakers - inspired my latest blog http://fons.org/common-room/blogs.aspx
I put and FOI request into the DH from my City University email a couple of months back asking how much the NHS family was spending on management consultancy. The results were eyewatering and frankly shameful and yet i have never seen reductions in consultancy spend mentioned in major QIPP programmes. The NHS already has a huge amount of in house knowledge to share about how to drive quality improvement in services. We need to get much smarter at dissesminating and implementing "what good looks like" from the places who are delivering it already. And i suspect that people who are steeped in NHS clinical leadership or operational management and still working in the service know at least as much about how to deliver it as anyone from a a corporate consultancy. I would suggest making unjustifiable consultancy spend a "never event" enough to get a manager taken off the fit and proper persons register. And stiff financial penalties built into contracts with consultants (and especially IT consultants) for advice or systems that are flawed. There is much talk of "accountability" in the public sector currently - what's sauce for the goose....
As a senior paediatric trainee and a leadership and management fellow, I am aware that each and every hospital, GP surgery and community is choc-full of untapped leadership potential: the so called "junior" doctors and nurses. Harnessing this rich and diverse resource of enthusiasm and ideas before they become disillusioned and disengaged should be a key priority for all established leaders- both to aid succession planning and to keep themselves challenged and fresh. Bring these members of the NHS community to the boardroom table and you'll be surprised at the results.