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Health and Social Care

There are key opportunities in this sector

From taking a proactive approach to health management through considering prevention and the wider determinants of health to greater integration of care, and creating more seamless treatment for patients, there are an abundance of opportunities to improve health outcomes.

Furthermore, new technologies and models of care are pivotal in providing sustainable value to patients, healthcare professionals, and healthcare organisations, and rapid innovation (including the rise of AI) are propelling forward the development of treatments, equipment, and diagnostics, heralding the era of personalised medicine. 

But there are also serious challenges to overcome

While the opportunity has never been greater, it has never felt more difficult to take advantage of it. Service providers’ ability to respond is hampered by the pressure of budget cuts (and short-term budget cycles) and capacity crises.

Outdated hierarchies are slow to adapt to change unless in a crisis. The blockers to change are severe. This begs the question; how can health systems shape the future of care while managing the daily onslaught? 

Testimonials

What our clients say about us

“Q5 are fantastic. They really embedded themselves across the organisation to help us to work at pace to complete a top-to-bottom detailed design within tight timescales. Their experience and depth of knowledge in organisation design and change, combined with a pragmatic hands-on approach, makes them a joy to work with. They’re a true partner, demonstrating agility and adaptability in working with the organisation in challenging circumstances. I’d highly recommend them to any organisation, digital or otherwise, grappling with complex change.”

Julie Pinder, Chief People Officer, NHS Digital

“Q5 were able to take a complex brief with a number of significant strands to it and work across our partnership quickly and effectively to deliver it within a very limited timeframe.

They managed stakeholder engagement efficiently and effectively, across a number of organisations and many interested parties, balancing the need to engage and involve during a period when staff were under high pressure as a result of the pandemic.”

Cath Doman, Director of Health and Social Care Integration, Cardiff and Vale University Health Board – NHS Wales

“The Q5 team have been instrumental in defining the New Hospitals’ Programme Operating Model, and our top-line structures. Through their naturally collaborative style, embedding themselves in our teams, and appreciating our unique context, they provided invaluable OD expertise to help us set-up our Major Government Infrastructure Programme at pace.”

Morag Stuart, Chief Programme Officer, NHS England- New Hospital’s programme

“…they ‘get’ government and the civil service, are very skilled at taking the heat out of difficult conversations and also at identifying and focussing on the key points. 

They genuinely listen and they thoughtfully respond, which is a rare quality.‎ And most importantly, even while flexing and responding, they relentlessly maintain momentum.‎ I’d recommend them for any high-stakes government project.”

Hulya Mustafa, Transition Programme Director, NHS, Department of Health

“The can do attitude of the Q5 team, coupled with professionalism and a desire to do things once, proved a successful solution to the delivery of the estates response. Such has been the learning, we as a team, are looking to replicate a similar structure for BAU.”

Simon Corben – Director and Head of Profession, NHS Estates and Facilities

Thank you so much for all your hard work and late nights to meet the deadline!

We have achieved so much over the last nine months, and this would not have been possible without your guidance, organisation, skills, knowledge, and helpful challenge!

Emma Cooke, Deputy Executive Director of Therapies & Health Science, Cardiff and Vale University Health Board, NHS Wales

“I should personally like to thank Q5 for their support in assisting with the delivery of “shared care” to the residents of Cardiff and the Vale of Glamorgan and a “blue print” to support our national rollout. “There are decades where nothing happens; and there are weeks where decades happen.” With your support “There were years where nothing happens; and there are months when years happen”

Gareth Bulpin, National Architect, Eye Care Digitalisation, NHS Wales

 “I am very grateful for the work of the Change Hub in supporting us as an executive team to clarify our thinking around the strategic priorities of the organisation. Following one of the most challenging periods in the history of the NHS, we need to refocus our attention on achieving the goals in our strategy in the context of the recovery from COVID-19.

“I am confident that our new strategic priorities will allow us to do that with the support of the Change Hub who will help us to deliver against them.”

Len Richards, Chief Executive Officer at The Mid Yorkshire Hospitals NHS Trust (ex-Chief Executive of Cardiff and Vale UHB)
Case Studies

How we’ve helped others

Learn more about our work in the sector

Our approach to designing services is about: 

  • Being clinician and patient-led 
  • Connecting top-level strategy and planning with on-the ground service improvement 
  • Leveraging learnings from the best health systems and technology globally 

 

Our two common strands of work in this space are: 

Strategy development 

Aligning clinicians, managers and patients around the future of care. What does their health system need to look like in 10 years’ time? How will system-working need to reshaped services? What technology will be needed to transform care? We use our proprietary toolset to ensure your strategy can leave PowerPoint behind and activate people across your organisation to pull in a common direction. 

Service design 

Using patient-pathway mapping and patient experience design to develop a clear picture of the future state of care, engage staff and patients, and envision technological needs. Our simple but comprehensive process ensures that future-state patient pathways, once designed, provide a blueprint for transformation and a clear, prioritised digital roadmap. 

Our approach to designing services is about: 

  • Being clinician and patient-led 
  • Connecting top-level strategy and planning with on-the ground service improvement 
  • Leveraging learnings from the best health systems and technology globally 

 

Our two common strands of work in this space are: 

Strategy development 

Aligning clinicians, managers and patients around the future of care. What does their health system need to look like in 10 years’ time? How will system-working need to reshaped services? What technology will be needed to transform care? We use our proprietary toolset to ensure your strategy can leave PowerPoint behind and activate people across your organisation to pull in a common direction. 

Service design 

Using patient-pathway mapping and patient experience design to develop a clear picture of the future state of care, engage staff and patients, and envision technological needs. Our simple but comprehensive process ensures that future-state patient pathways, once designed, provide a blueprint for transformation and a clear, prioritised digital roadmap. 

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