According to NHS Digital Academy CEO, Rachel Dunscombe, “Technology is the only option for the NHS to make significant gains in productivity and safety. All other avenues will give marginal gains but not the major impact our health and care systems need.” Ever rising demands on the UK’s National Health Service, skills shortages and an aging population, requires new approaches, knowledge sharing and fresh ideas.
Unfortunately, healthcare still experiences a wide divide between ‘IT’ and ‘the business’ with a lack of appreciation of each other’s issues. Government imposed constraints, knowledge shortages and a failure to leverage talent from outside the sector have led to many good ideas falling on stony ground. With a mission to change that landscape, the NHS Digital Academy was born.
Bridging the gap regarding technology in healthcare
The NHS Digital Academy is a virtual organisation set up to develop a new generation of healthcare digital leaders who can drive the information and technology transformation of the NHS. The NHS Digital Academy, through a partnership with Imperial College London, the University of Edinburgh, Harvard Medical School, provides a year-long fully accredited learning programme (Post Graduate Diploma in Digital Health Leadership) for digital change leaders. Global Knowledge was asked to leverage their expertise to produce the module on Programme and Project Management.
CEO Dunscombe links success with the ability to drive change through technology: “Leadership is essential in this space as digital is the platform for reimagining how we deliver health and removing geographical constraints and changing the skills mixes we need. This journey needs people who can tell the story of how we will revolutionise the way we work. This will have an impact for almost all the NHS workforce and so strong leaders who can build trust and seek win-win situations are essential to the momentum. Traditionally in healthcare, the gap between technology and delivery has been wide – the best leaders are now bridging this gap – getting everyone pulling on the same end of the rope for positive change.”
Source: Press coverage – read the full article.
Barry Corless
Global Product Director for DevOps and IT Service Management
As a Global Product Director for leading IT and business skills training specialist Global Knowledge, Barry Corless is responsible for helping organisations enhance organisational capability through application of best practice frameworks. His role incorporates the development and delivery of service management, DevOps, programme and project management, enterprise architecture and business analysis learning and development solutions. An experienced consultant and IT specialist, Barry undertook additional voluntary roles Director of itSMF International from 2017-2019, and Chair of itSMF UK from 2009-2011.
An industry champion for ITIL, Barry credits its common-sense approach to endemic IT issues as the reason for his long-term track record with this international service management practice. He has trained and consulted on ITIL in over 20 countries. Barry continues to act as an ITIL examiner and has been part of the author team that inputs into the ever-adapting ITIL guidelines.
Barry’s attraction to analytical problem solving began early and his first ambition was to be a weather man. He became an Assistant Scientific Officer for The Meteorological Office after leaving school in Cheshire. Barry recognises that passion for the topic is a key attribute for success as a trainer, as well as the ability to bring a subject to life. He thinks open-mindedness is vital. “Lifelong learning has taught me that we all have to prepare to unlearn what we previously accepted as best practice,” he says.
Having spent over 20 years training he has seen many changes in an industry that has embraced virtual classroom and digital learning. He advocates the teaching of project management and service management skills early. “In an economy that is 80% service based, we should be teaching these key management skills in schools,” he says.
As Best Practice department head, Barry enjoys the variety that his role brings him, and he continues to work with consultancy and education clients to ‘keep it real’. Barry’s ability to identify with learners makes him a sought-after trainer and his passion and detailed understanding of ITIL meant that Global Knowledge was able to develop the world’s first bridging course for professionals going from ITIL v3 to ITIL 4. Global Knowledge remains the world’s leading provider of ITIL certification and exams.
A popular commentator on ITIL and a frequent blogger, Barry doesn’t like to think of himself as ‘one track minded’. “ITIL skills are transferable outside the IT hinterland and lesson learned in other environments should be used in optimising technology solutions” he promises. “ITIL4 is more focussed on people, agility and collaboration. With the pressure on IT teams to provide a lightning-fast route to market, it’s vital that all stakeholders across an organisation and throughout the supply chain are working well together.”
