Sectors We Support – NHS

The BPG ‘Optimise’ Method is evidenced from over 500 complex supplier relationships. It shows there are 8 characteristics present in every successful complex relationship. We can help you successfully implement these quickly to improve service innovation, supplier relationships and drive down BAU costs.

Click here to see how the ‘Optimise’ process can help you drive maximum value in your strategic supplier relationships.

We’ve dealt with optimising over 500 complex supplier relationships. More than 50% of complex supplier relationships experience misunderstandings between client and supplier over your requirements and expectations.

If the right foundations are not in place to drive maximum value, you may experience:

• Additional charges and costs for ‘misunderstood expectations’
• A lack of understanding of contractual roles and responsibilities
• Governance and performance escalation not clearly delineated
• Senior client executives not being clear on their expectations and dynamics of the relationship
• Not enough investment by senior executives in the resourcing or skills of the client supplier management team
• Loss of key in-house expertise to the supplier (inadvertent staff poaching)
• Employee resistance to new working methods from the supplier
• Clashes of culture between client and supplier staff and so forth.

The NHS is currently facing the biggest financial challenge in its existence. It’s all credit to the commitment of the individuals on the ground that most areas of the NHS service are running well. However, we are constantly seeing signs of the crisis the system is under as a result of government financial constraints, in areas such as hospital care, A&E and GP services. There are many reasons for the service being under such a strain, but the key elements are:

• Lifestyle factors (alcohol, smoking, poor diet and so forth)
• The change in public expectations (from advice on healthcare management through to mental health and social care, contraception, antenatal and maternity services, vaccination programmes and the fast, efficient processing of our medication and appointments)
• An ageing population
• Accident and Emergency departments
• Rising costs.

As a result, more specific technology related benefits can support these key elements:

• Precision Medicine. Genomics and precision medicine can target treatment interventions at specific sub-groups of patients, potentially making them more effective and opening up new therapeutic possibilities.
• Remote Care. It improves access to health care services, enabling patient needs to be addressed as early as possible and potentially making systems more efficient.
• Technology-supported self-management. It helps to empower patients to better manage and understand their data can provide new ways for the NHS to learn, improve and generate new research – alongside artificial intelligence (AI), which is providing new analytical capacity for diagnosing patients, effective triage and logistics.

Advances in Medicine and Technology

If there is an upside to the austerity measures being imposed by government, it seems to be the huge advancements in medicine and surgery, alongside IT and technological innovations that are being made. This means that there is a wealth of ideas and efficiencies that are being experimented and piloted to help support even better patient care at lower costs. In turn, the successful elements of this will help to assure good models of excellent working practices continue and improve.