UK

Cultural Transformation

case study

A hospital trust approached me with an unusual brief. They had identified a “pride deficit” in their staff, and problematic responses to their transformation program amongst surgeons.

My client commissioned a project to encourage clinical staff to “lean in” to transformation in the Trust, and align their career goals with the Trust’s strategic needs.

For three months, I spent two days a week onsite, attending meetings at every level, shadowing ward-rounds, and conducting 1:1 interviews with surgeons to understand the cultural and ideological barriers to excellence.

I identified four behavioral norms specific to the Trust that were blocking transformation. After submitting my recommendations, I worked with the team to develop a strategy for overcoming these barriers.

This strategy included a brand package and campaign to drive change. We established an elite center of excellence within the broader hospital brand, and delivered a program of work to encourage surgeons to align with the brand, and elevate behaviors accordingly.  

I also worked closely with the C-suite and key stakeholders throughout the process, to ensure consensus.

Tillie is a brilliant advisor, colleague and coach. She was given the brief to research an approach to respond to the lack of engagement we had identified amongst clinicians. What we got far exceeded that. Tillie is sharp, professional and cuts through complexity and bureaucracy effortlessly. I loved working with her because, while she built an immediate rapport with each stakeholder group, she was an antidote to the cultural challenges and the inertia large organizations can face. Her style and approach is warm, never judgmental. If you are considering tackling a change-fatigued environment, or you are beginning to tackle long-standing cultural barriers and need to refresh your thinking, some time with Tillie is worth its weight in gold.
Executive Director of Transformation, NHS Foundation Trust