Contributors to failure - healthcare collaboration

Contributors to failure

NHS collaboration hospital mergers trusts acquisitions foundation funding healthcare.

NHS collaboration hospital mergers trusts acquisitions foundation funding healthcare.

What is the biggest contributor to failure in healthcare mergers?

Hospital mergers will ultimately fail if all they do is change management teams and put a new nameplate over the entrance. Too often managers have viewed collaboration as an end in itself.

Beccy Fenton highlights the lack of pre-integration planning and how this leads to staff disengagement. Former health secretary Stephen Dorrell calls for more patient focus rather than relentless structural change and Carwyn Langdown focuses on the lack of cultural integration during mergers.

Meanwhile Matthew Custance lays the blame for failure in their complicated, drawn-out nature. He calls for a change in the regulations to allow for a simpler, more effective process.

Carwyn Langdown

"There’s very little emphasis on the integration of organisational cultures when it comes to healthcare mergers" 

Matthew Custance

"Time, as the result of the layers of bureaucratic complexity, is the enemy"

Stephen Dorrell

"The key point at every stage is that changes in ownership are driven by a changing vision of how services should be delivered to those who rely on them" 

Beccy Fenton

“A lack of pre-integration planning means that often trusts do not think about what the real vision is for the new organisation” 

 

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Warning: slow approval times may be deadly

We’re currently seeing a lot of merger activity in the NHS as alternatives have run out.

 
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Let service drive structure

Hospital mergers will ultimately fail if all they do is change management teams.

 
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It’s all about the bigger picture

NHS staff need to understand clearly defined reasons for going into the merger process.

 
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