As part of a review of 5 programmes, seven enablers of acceleration were identified in periods of sustained acceleration. These are the driver for this blog and should be seen as a starting point rather than a destination. The seven enablers are as follows:
- Devolved decisions making with clear roles and responsibilities – the delegation of decision making to a large operational delivery group, made up of a diverse group of people from front line services taking ownership for the delivery of changes.
- Strong Operational Relationships – need to be developed and maintained
and time put aside within the large operational delivery group to allow this. This process is supported by a coordination role.
- Strong Operational Vision – supported by patient/people narratives to aid the development and adaption of the vision owned by the large operational group.
- Clear Programme Outcomes – small number of outcomes that the large
operational delivery group focus on and feed the intrinsic motivation associated with ‘want to’ driven change. Supported by both data and patient/people narratives.
- Sufficient resources with a balance between local operational and
programme management – balancing the discipline of a programme
management framework with the agility required to ‘make it happen’ operationally. Too much of one, hampers acceleration.
- Co-ordination Role focused on vision and outcomes rather than
organisation – supporting the relationships, vision and engagement of key
partners. If focused on vision and outcomes, then this role doesn’t need to be undertaken by someone independent of the partner organisations.
- Flexible Plan with Key Milestones – with high levels of flexibility in detailed activity planning, but with fixed milestones that move rarely. Lots of detailed planning at the beginning aids the agility required through plan execution.