Aging populations coupled with complex illnesses are putting increasing strain on healthcare systems across the world. WBS is one of the leading research institutions for healthcare management and organisation in the UK. For more than 20 years, since Andrew Pettigrew produced the classic study of strategic management in healthcare Shaping Strategic Change, we have generated high quality applied research in the organisation of healthcare.
With research interests ranging from behavioural change insights, patient safety, and managing change, to healthcare leadership, innovation and healthtech, including AI, WBS has become a focal point for policymakers and the UK’s National Health Service.
We have led large scale research funded by the National Institute of Health Research and worked with the Department of Health and charities like Macmillan Cancer. This research knowledge has helped develop an MBA Specialism in Healthcare for those with managerial responsibility in the industry.
Research by Ivo Vlaev at WBS explores whether the fear of losing money is a better motivator than rewarding a healthy lifestyle.
Nicola Burgess details how to build improvement capability and foster a culture of continuous improvement.
Nicola Burgess with the fourth lesson from her investigation into the experimental partnership between the NHS and the US Virginia Mason Institute.
Nicola Burgess delivers the fourth lesson from her investigation into the experimental partnership between the NHS and the US Virgina Mason Institute.
This first in a series of six lessons from Nicola Burgess on building a culture of continuous improvement that are relevant to every organisation in healthcare.
Nicola Burgess' second lesson from her evaluation of the UK National Health Service's five-year partnership with the Virginia Mason Institute.
Nicola Burgess with the third lesson from her five-year evaluation of the NHS partnership with the US healthcare group Virginia Mason Institute.
The NHS must evolve to serve future generations but its history reveals how to make that change, argues Helen Bevan.
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