The quality of the analyst-decision maker relationship really matters when it comes to the translation of insights to action. Too often we hear of analysts feeling stuck in a corner, asked a question but not really knowing what it’s going to be used for. Alternatively, decision makers asking for data but then finding it doesn’t quite give them the right answer.

Now this is a call for both analysts and decision makers (I use both terms in the broadest sense) in organisations – get to know one another!

“Solving complex problems requires new approaches to problem solving…To do this, organisations and communities need to become skilled in mobilising intelligence of all kinds – data, information, insights and ideas. In the 21st century, we believe this will matter as much as mobilising money or power” Nesta (2019).[1]

GP Practice productivity, efficiency, and continuity of care

The gap between need and supply of GP practice consultations

GP practice consultations are, by some distance, the most common interaction between the NHS and the population it serves.  During these consultations, patient’s acute conditions are diagnosed and treated, their long-term conditions are managed, preventative interventions are delivered, and referrals to secondary care are made.  Patient satisfaction with access to GP practice consultations is a long-standing problem, but this issue has become more acute since the COVID-19 pandemic.

Working with Macmillan our analysis investigates who is more likely to experience poor outcomes associated with shortcomings in end-of-life care? Are there particular areas in England where those at end-of-life face significant challenges and how might the supply of services in an area be influencing these?

The impact of the menopause on the NHS workforce. The Strategy Unit and Health Economics Unit report on their mixed methods findings.

With the advancing sophistication of AI and automation-based tools, we explore their use for evidence synthesis. This topic has great importance in a world where insurmountable volumes of information present a growing challenge to the considered (and timely) inclusion of robust evidence at all stages of health and care decision-making. ​  

The UK Government (2016) define rural areas as those which “fall outside of settlements with more than 10,000 resident population”. This accounts for 90% of England, with 17% of the total population living in local authorities defined as rural (Department for Environment, Food & Rural Affairs, 2021).

The Strategy Unit has long been known for the quality of its analytical work, and the clear, critical thinking that underpins it. More recently, we have been asked to provide leadership training and support for organisational development. Individuals, teams, organisations and Systems have found this valuable. We have also enjoyed doing it. And now we are opening our offer so others can benefit.