Helen Bevan

Helen Bevan

Coventry, England, United Kingdom
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Warwick Business School

About

I know what it is like to be an internal change agent in a big complex system. I've been…

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Activity

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Experience

  • Warwick Business School

    Warwick University

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    Coventry, United Kingdom

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Education

Licenses & Certifications

  • Certificate of Executive Education "Leadership, Organizing and Action: Leading Change"

    John F Kennedy School of Government Executive Education, Harvard USA

    Issued

  • Green Belt in Six Sigma Improvement Methodology

    Motorola University USA

    Issued

Publications

  • White Paper: The new era of thinking and practice in change and transformation A call to action for leaders of health and care

    NHS Improving Quality

    This new White Paper from NHS Improving Quality examines leading trends in change and transformation from multiple industries across the world.

    As leaders of health and care we operate in the world where change needs to happen at a faster rate and become more disruptive - our thinking and actions need to challenge the status quo, which will not serve us for the future.

    Many of the ways we go about improving health and care (in the NHS and elsewhere) were designed in a different…

    This new White Paper from NHS Improving Quality examines leading trends in change and transformation from multiple industries across the world.

    As leaders of health and care we operate in the world where change needs to happen at a faster rate and become more disruptive - our thinking and actions need to challenge the status quo, which will not serve us for the future.

    Many of the ways we go about improving health and care (in the NHS and elsewhere) were designed in a different mindset for a different set of circumstances. Given the radical and complex nature of our transformational challenge, these 'tried and tested'​ methods increasingly won't deliver what we need to deliver for patients.

    In this White Paper, we identify the profound implications and opportunities for leaders of health and care. They include a fundamental rethink about what organisational and system change means, including:

    - Who does it (many change agents, not just a few)
    - Where it happens (increasingly 'at the edge'​ of organisations and systems)
    - The skills and mindsets that change agents need.
    It also means embracing disruption and 'disruptors'​ in our organisations and wider systems to create an environment where innovation is encouraged; no longer seeking to 'overcome resistance to change' but welcoming difference, diversity and dissent as core operating principles of our organisations.

    The White Paper concludes with a call to action: join the new breed of leaders across the world who are rewriting the rules of change and leading change from the future to get different results.

    See publication

  • Building and Aligning Energy for Change

    NHS Institute for Innovation and Improvement

    Managing our Energy for Change and the energies of those around us is an important leadership skill during periods of unprecedented change. Without this, burnout and disillusionment amongst staff pose a serious risk for our patients.

    The SSPPI Energy Index has been designed to enable NHS teams and organisations to assess their Energy for Change in order to highlight any energies that need building up, as well as to identify the energies we are already good at managing. SSPPI stands for…

    Managing our Energy for Change and the energies of those around us is an important leadership skill during periods of unprecedented change. Without this, burnout and disillusionment amongst staff pose a serious risk for our patients.

    The SSPPI Energy Index has been designed to enable NHS teams and organisations to assess their Energy for Change in order to highlight any energies that need building up, as well as to identify the energies we are already good at managing. SSPPI stands for the five energies: Social, Spiritual, Psychological, Physical and Intellectual.

    Other authors
    See publication

  • Leading Large Scale Change

    NHS Institute for Innovation & Improvement

    Other authors

  • How can we build skills to transform the healthcare system?

    Journal of Research in Nursing

  • The Power of One, the Power of Many - Bringing Social Movement Thinking to Healthcare Improvement

    NHS Institute for Innovation and Improvement

    Other authors
    • Jo Bibby
    • Elizabeth Carter
    • Paul Bate
    • Glenn Robert

  • The next leg of the journey: How do we make High Quality Care for All a Reality?

    NHS Institute for Innovation and Improvement

    Other authors
    • Chris Ham
    • Paul Plsek

  • Using A Design Approach to Assist Large-scale Organisational Change - "Ten High Impact Changes" to improve the National Health Service in England

    The Journal of Applied Behavioural Science

    Other authors

  • The Next Phase of Healthcare Improvement: What Can we Learn from Social Movements?

    Quality & Safety in Healthcare

    Other authors
    • Paul Bate
    • Glenn Robert

Honors & Awards

  • Order of the British Empire

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    Services to healthcare

Organizations

  • Horizons Group

    Chief Transformation Officer

    - Present

    WHO ARE WE? We are a team of 12 people who currently work within the NHS in England; supporting frontline staff to do their jobs better. We are about to take a big step forward and spin out from the NHS to become an independent Community Interest Company (CIC), with a social mission, collectively owned by our staff. OUR MISSION We positively impact people’s lives by building a generation of transformational leaders who together can tackle the biggest challenges in health, care and beyond…

    WHO ARE WE? We are a team of 12 people who currently work within the NHS in England; supporting frontline staff to do their jobs better. We are about to take a big step forward and spin out from the NHS to become an independent Community Interest Company (CIC), with a social mission, collectively owned by our staff. OUR MISSION We positively impact people’s lives by building a generation of transformational leaders who together can tackle the biggest challenges in health, care and beyond. History shows us that the great social movements get their energy by growing a distributed leadership for change.We want to play our part in creating leaders everywhere who can respond creatively, continually innovate and stimulate new and disruptive approaches to improve the health and care system. OUR TEAM Our team comes from a variety of backgrounds. Roughly half have previously worked in the NHS and the rest come from the public, private and charity sectors. What connects us as a team are our values, vision and versatility. We seek to be transformational leaders, who break the mould from the traditional management and leadership styles in public services. OUR MANIFESTO Scan to find the best // partner with the best // learn from the best // understand the reality of tough and complex environments for change // be social and use social methods // focus on delivery and outcomes // support emergent, as well as managed, change // help build capability to change // reduce the risks in change // support real world ‘proof of concept’ testing and scaling // think about sustainability right from the start // work across whole systems // be agile and responsive.

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