Phil the Bottle, Urban Bottle, the City Bottle With Drinking Fountains in Cities Parks and Gardens, the Urban Bottle Anywhere, 500 Ml 9.5 × 4 × 17 cm, 100% Recyclable (Berlin)

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But, you know, that's, I know it's a silly example, but that's when, when someone's got some autonomy, I think the particular groups that I was working with at the MoD did have, they could, they could do things like that. It just always made me laugh. It's easy when you do it right, as well. And also, let's not forget, that, that used to be managed for us by someone who is now a celebrity. So, you know.. if you've heard of Nish Kumar then, that's one of our...

So to finish up (about time too), I would like to take this opportunity to first turn to my colleagues and say a massive thank you to each and every one of you, another great year which could only be achieved by the hard work, commitment, integrity, and immeasurable talent you all possess. Let’s take our passion and ambition and smash it year after year. Workforce planning isn't merely about capacity 📊. While understanding your resource capacity 🧮 is crucial, the other half of the equation – demand – is equally, if not more, vital. Imagine trying to input 10 ÷ ? = into a calculator; it's impossible 🚫, and even if it weren't, the result would be nonsensical. And then I didn't really think much about it for a couple of weeks. And then Dr. Okocha phoned me up and said, ‘you know what, we really should commercialise this thing because it'd be good for you. It's a good product. It will, it will really serve those people well. But if we create a joint venture, then it will benefit us as a Trust’. And we get, um, a really nice symbiotic relationship because everyone wins out of that scenario. The hospitals get the thing that they want, because it's been sort of grown from the ground up, it's come from the allotment of the NHS, it's come, it's home grown. The, the NHS trust itself, Oxleas our parent trust, this software company, that's been a good commercial success for them, and it takes a lot of hard work that Barbara in particular had put in to actually produce the software and making it more useful for a wider group of people. So, yeah, that was our, that was our what we would call like the accidental Dragons Den moment, where we turned up to Dragons Den, but didn't know we were in it.Tutoring adults, with which he had supplemented his income, became increasingly central. Demand for his teaching took him to the US, Canada, South Africa and Germany, and he led more than 60 workshops. A 1997 trip to teach at Chungnam National University in South Korea proved formative, as exposure to Joseon dynasty-era Buncheong pottery inspired him in a new creative direction, to work in dark clay, overlaid with white slip and iron brushwork. Other trips abroad included visits to Ethiopia in 2000 and 2002 in the aftermath of its civil war, where Rogers helped to establish a pottery for local women in Gondar. Working with an #nhs trust, who had the foresight to lead the way and engage in an approach that saw meaningful change. They are trailblazers. Engaged and committed to be better.

A long-held stated goal of the NHS, in terms of systems, is a drive toward interoperability. Don’t worry, I won’t get technical. Basically, the dream is that systems should talk to each other allowing information to flow where it needs to and lessen the manual burden. While this is a noble target, it doesn’t always happen. Companies can be a little guarded, scared it may take away their competitive edge. Well, we thought about that fear, stared it down, and decided the benefits to the NHS are too huge to be daunted by anything as petty as ‘edge’ and carried on regardless. This doesn’t mean that current and new clients cannot change things up and configure, of course, you can and this is where the value of your dedicated Account Manager is found, but our job is to make sure we offer up to you the ‘Perfect Serve’ each and every time. Yeah, well that's pretty much what Jeff Bezos said, and he seems to know a thing about running a business. Because we've seen the challenges firsthand. Systems abound, but engagement is strikingly low. We found that 88% of medical staff have access to job planning tools, but less than 20% are genuinely using them. And the concerning metric? Levels of Attainment have dropped!

If you had a magic wand, what technical admin software challenges, general kind of challenges would you solve right now? And the chat system, particularly, is, is just, it's a bit of a flag for us, because it's such an obvious, important thing that we do, and did do really early on. It seems so obvious that it just seems to symbolise that. But there are many chat system things that we've got in our company that, that have served us really, really well. One of which is just a more general emphasis on customer service. There's just not enough really high level customer service in any company. I don't think. You, you don't feel handled... We were saying the other day on our internal chat system that once you work for SARD, you will forever be disappointed with most customer service for every company you deal with. What's your take on this? Have you seen effective demand modelling in action within the NHS or other healthcare systems? Share your experiences and insights below! 👇 Yeah. Because I'm, I'm normally the main cause of those things. Look, it's difficult, right. Because you don't, you don't want to favour friends and family and stuff, like I get that kind of anti-nepotism thing, but, um, there's a book called Good to Great, which is, sort of, studies companies and how what is, what is about those particular companies that got them up there and exceeding and doing really well. One of the things that comes out of Good to Great, and one of the main suggestions is that you, you employ who, not what. So sometimes you think, oh, we need someone to fit into this role. So there's the what recruitment, and then there's the who recruitment. Sometimes people come along and particularly if you've met them in your daily life and you see how committed they are, you see, like, you see their loyalty and honesty and their ethics and their work ethic and, and how they interact with other people, particularly in theatres, because in theatres, you know...well in....we do, you're doing it for love, right? Amateur. Understand that a job is not the be all and end of someones existence, people have lives outside of work, which will inevitably impact their performance and mood. Like in all things a good business leaders will be adaptable in serving those in their charge.

To stretch your analogy, I think when it comes to interoperability, you do have all these people trying to climb this mountain. And I think Phil and myself, the rest of the team, are kind of like 'got a helicopter here, guys?' There's a nice, sort of, easy way to do interoperability, it works in other industries. And, and I share the passion for getting interoperability working in the NHS, I'm really concerned about how we're going about it, but that is an entirely different podcast I think! That would probably take a couple of hours on its own. Outside of the new members of the team, we have welcomed it would be remiss of me not to highlight our new partners. Whenever we start working with a new trust or organisation we aim to build a strong relationship early. For us, we are not entering into a contractual relationship alone, but rather building a partnership. Our aim is to supply relevant systems, industry-beating support, and real solutions to real problems. In the ever-evolving landscape of healthcare, the National Health Service (NHS) faces a pivotal challenge: ensuring the right number of healthcare professionals with the right skills are in the right place, at the right time. The key? Demand modelling. Here’s why: Strategic Hiring🤝: Understanding future demands guides strategic hiring - ensuring a workforce that's prepared, not just for today's challenges, but for tomorrow's as well. The fizzy drinks may not have stopped drunkenness but they were hugely popular with all sections of society. And they had an immediate appeal for children who were soon drinking large quantities of the product. Parents soon learned that it was best to ration the distribution of the gassy liquid.The result? A complete turnaround, with a bespoke tool and expert guidance. They're now a shining example of efficient workforce planning in action.