Ten high-impact actions for transformational change
Following the letter from the National Director of Impact to chief executives advising that actions are no longer enough to drive transformation, commissioners and providers are expected to consider aiming to implement High-impact Actions (HIAs) as a matter of urgency going forward.
The secretary of state has made it clear that HIAs are to become part of everyday business for NHS organisations. As HIAs become the norm, a new category of Very High-impact Actions (VHIAs) will need to be developed for use in exceptional circumstances.
Any standard action should be retired with immediate effect and replaced with an HIA, defined as an upgraded action that would give a more plausible than usual impression of potential impact particularly in the context of a report or press release.
The following template is for use in all HIA planning situations.
HIA 1: We will through the use of a number of well-meaning statements aim to make a very real difference to the lives of ordinary people, patients, carers, citizens and communities without missing anyone out.
HIA 2: We pledge to use the very latest terminology based on familiar words combined in innovative and meaning-centred ways.
HIA 3: We will collaborate with and consult stakeholders at all times and co-produce things with them whether they like it or not.
HIA 4: Senior managers will be trained in Action Readiness (AR) to support them to understand how to plan for HIAs and embed them in organisational culture.
HIA 5: We will hold workshops to identify issues, work through scenarios, decide what good looks like and agree next steps.
HIA 6: We will write a report setting out our firm draft proposals and potential demands.
HIA 7: We will commit to develop locally appropriate impact metrics and evaluation measures at some point in the future.
HIA 8: We will launch a high-impact social media campaign.
HIA 9: We will demand a meeting with Simon Stevens to discuss funding.
HIA 10: We will settle for a call from an Associate Regional Director of Impact (RDI) who will promise to get back to us about the money.
See separate guidance Step-changes, New Paradigms and Channel Shifts, which contains a glossary of useful high-impact terms.
See also the Impact Maturity Index (IMI) and associated resources to self-assess your organisation’s current impactfulness and monitor your Impact Improvement (II) across all 27 High-impact Domains (HIDs).
STP areas must appoint an Impact Improvement lead (or II Captain) as soon as possible, reporting directly to the Regional Director of Impact.
Paradigms editor: Julian Patterson