Archipelago Healthcare – Better Healthcare in Mind

Who said what?

"True quality is unlikely to be deduced from presence of something one can count; true quality is the absence of the unwanted (non value, waste and, in particular, system failure." Stefan Mieczkowski, Director of Operations Archipelago Health.
"Stop the restructurings. The only thing they generate is redundancy payments." Testimony from the suppressed report by Institute for Healthcare Improvements (IHI), Massachusetts.
"To be an effective consultant one must behave authentically" - Peter Block, Author Immaculate Consulting.
"We will not shy away from what is difficult to do or to say." - Stefan Mieczkowski, Director of Operations Archipelago Health.
"Most targets and standards appear to be defined in professional, organisational and political terms, not in terms of patients\' experience of care." Testimony from the suppressed report by the Institute for Healthcare Improvements (IHI), Massachusetts.
"Subsidiarity – ensuring that decisions are taken at the right level of the system, which means as close to the patient as possible." - David Nicholson, Chief Executive NHS, the operating framework for the NHS in England 2010/11.
"Clinical ownership and leadership – we must all continue to mobilise and empower clinicians across the system. Clinicians must be on board when decisions are taken." - David Nicholson, Chief Executive NHS, the operating framework for the NHS in England 2010/11.
"System alignment – achieving complex cultural changes, such as making quality our organising principle, which requires all the different parts of the system to pull in the same direction and to work with partners." - David Nicholson, Chief Executive NHS, the operating framework for the NHS in England 2010/11.
"Co-production – all parts of the system need to continue to work together on shaping and implementing change." - David Nicholson, Chief Executive NHS, the operating framework for the NHS in England 2010/11.
"We field intelligent and adaptive people who will not shy away from what is difficult to do or to say; we take responsibility for outcomes binding our fortunes with yours; we act ethically and approach people filled with the desire to work with them so that they might fulfill their own potential." - Stefan Mieczkowski, Director of Operations Archipelago Healthcare.
"We have an action orientation and will not waste your time and money reporting, analysing and debating problems, and then leave you to do the rest, when what you really need and want is action." - Stefan Mieczkowski, Director of Operations Archipelago Health.
"The risk of consequences to managers is much greater for not meeting expectations from above than for not meeting expectations of patients and families." Testimony from the suppressed report by Institute for Healthcare Improvements (IHI), Massachusetts.

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As an experienced healthcare manager, you’ll know that achieving real and lasting change in health services can be very difficult. A “one size fits all” approach rarely works.

In our experience, the starting point is to spend time working alongside frontline health workers, seeing their particular challenges and problems first-hand. Once you’ve seen the situation for yourself, described it with data and gained the support and trust of managers, you can really help frontline staff to change working practice and culture.

Our clients appreciate our hands-on approach, and our willingness to really involve ourselves in the whole process of bringing meaningful and long-lasting improvements.

At Archipelago we have have been blessed with clients who were prepared to believe in the power of transformational change and have allowed us to follow our beliefs in our consulting work. The results are evident.

If you want to know more about the way we work at Archipelago, click here…

Archipelago Healthcare – Better Healthcare in Mind

Who said what?

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