19 June 2025
Despite ongoing upheaval, uncertainty, and transformation within the NHS, last week’s NHS Confed was a source of inspiration and renewed commitment. It brought together a diverse group of leaders, clinicians, managers, and members united by a shared passion for shaping the future of healthcare. Helene Usherwood, Senior Partner, reflects after attending the event.
Sir Jim Mackey, NHS England’s Chief Executive, delivered a compelling call for collective action. His speech emphasised the necessity of collaboration, expanding capabilities, and adapting to a constantly evolving landscape. He openly acknowledged the “extreme times” we face and described the current environment as a “messy place,” yet underscored the potential for innovation and impactful change if stakeholders embrace a unified strategy. This message resonates particularly strongly with leaders seeking to drive meaningful change, through high-performing teams. How that is navigated through with a fatigued workforce, potentially with roles under review, makes for a different environment.
Mackey’s advocacy for “COVID-era adaptability” resonated with many attendees, reinforcing the importance of harnessing the agility learned during the pandemic to meet current challenges. While frustrations—particularly around technology integration and outpatient services—are palpable within the system, the conference fostered discussions that aim to catalyse breakthroughs. This environment calls for leaders who can champion innovation, navigate technological complexities, and create effective outpatient service models.
For some delegates, the speech provided reassurance, confirming that NHS leadership is committed to meaningful change. Others viewed it as a promising start requiring more tangible plans. Amidst the challenges of the past year (and before that even), there was a shared optimism about the NHS’s capacity to evolve through strategic partnerships and innovation, transforming its delivery models to better serve patients. This transformation requires leaders to assemble teams with diverse skills, experiences, and perspectives. What we do know is that strategic team building is essential, identifying those individuals with a capacity to delivery on the operational day to day with a clear view on the issues coming down the track.
The NHS Confed served as a vital reminder that, even in difficult times, unity, and a willingness to innovate can pave the way forward.
As we look toward the months ahead, the focus remains on collaborative effort and creative solutions to ensure the NHS remains resilient, adaptable, and ready for the future. For me, it felt at times like a call to action for NHS leaders to step forward (again!), whether by seeking new challenges or building teams capable of leading the charge. What is clear is that change will only happen because of the dedication of many in the NHS and that wish to see a National Health Service that thrives and meets the demands of its growing and ageing population.
