To demonstrate that effective re‐engineering of healthcare pipelines requires selecting both the “best” process (how we shall do it in the future) and the best trajectory for change (how we get from here to there).
Exploitation of Braess' Paradox to identify strategic factors necessary to enable change in the re‐engineering of NHS healthcare pipelines.
Route to maximising the chance of achieving effective change is displayed via a Johari Window. Each cell is then related to no change (despite significant investment); failure; or successful implementation.
The demonstrator pipeline is an NHS cataract repair supply chain. However, via the “Power of Analogy” concept the NHS scenario is readily related to a substantial number of industrial case studies.
The need to understand both process and trajectory is the key to effective re‐engineering of pipelines. All “actors” in re‐engineering programmes should acquire this knowledge and benefit from the new way of doing things.
Formalises the strategic route to enabling healthcare delivery “best practice”.
