I see that the first discussion in this group is about staff engagement. All valid and important stuff but I'd like to approach benefits from another angle. The NHS is not alone in the way many business cases are created as justification for 'leap of faith' decisions. That's why so much benefits work is the remedial benefits realisation stuff we all recognise. The kit's been bought and installed, now the job is to squeeze some value out of it in a bottom-up sort of way.
Given that around 50% of SROs are appointed, i.e. unwillingly dumped on, how do we get our bosses to pick sound strategic objectives to start with and then stay keen to see their projects through to success?
Anybody got any good news stories to share?
Ok, so I shouldn't reply to my own post, but as no-one else has, let me re-phrase my original question.
Nobody has any good news stories to share about engaging the bosses. Is this because:
a) You don't see it as a problem so haven't bothered
b) You saw it as a hiding to nothing so didn't try
c) You tried but they wouldn't co-operate
d) They are full and active participants and my question is irrelevant to you?
Anybody out there with any views on this topic?
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