CPFT Leadership Programme: Leadership in the New Reality WLT Feedback CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company is strictly prohibited

We agree our transformation challenge is big Disagree/strongly disagree Neutral Agree/strongly agree %, (n=57) 1 We are facing a clear case for transformational change in performance and health 4 92 2 It will be difficult for us to achieve the step change in performance and health we need 9 68 3 We need coherence and consistency between the WLT to be successful SOURCE: Wider Leadership Team Meeting Consensor Voting, 19 September, 2011

Overall, we are not well set up to deliver on this challenge Disagree/strongly disagree Neutral Agree/strongly agree %, (n=57) Strategic objectives Health essentials Do we have a compelling, widely understood, and jointly owned vision of change and set of performance targets for our organisation? 20 Do we have a robust baseline and shared aspirations for the health of our organisation? 38 Capability platform Discovery process Do we have a solid assessment of our organisation’s capability to deliver our change vision? 39 Do we have insight into the root-cause mindsets that inhibit or enhance our organisation’s health? 38 Portfolio of initiatives Influence model Do we have a concrete, balanced set of performance improvement initiatives defined to deliver our change vision? 21 Do we have a clear plan for how to reshape our work environment to influence healthy mindsets? 53 Delivery model Change engine Do we have a well-defined scale-up model for each of the initiatives in our portfolio? 62 Do we have a reliable method to ensure that energy for change is continually infused and unleashed during the change process? 62 Continuous improvement infrastructure Centred leadership Do we have the structure, processes, systems, and people to drive continuous improvement in performance and health? 36 Do we have a group of committed leaders who can lead transformation and sustain high performance from a core of self-mastery? 14 SOURCE: Wider Leadership Team Meeting Consensor Voting, 19 September, 2011

We believe organisational health is important 4 We believe organisational health is important … in three clusters Direction Internal alignment 1 The organisation has a compelling vision and well articulated strategy, which is supported by its culture and values Account- ability Coordination and control 4 5 Quality of execution External orientation 8 Leadership 2 Innovation and learning 9 The organisation demonstrates executional excellence against its strategy and in delivering its services Capabilities Motivation 6 7 Capacity for renewal Culture and climate 3 The organisation effectively understands, interacts, responds and adapts to its situation and external environment

The WLT believe we have a relative weakness in execution Percentage agreement scores with ailing, able and elite statements Elite (‘4’ or ‘5’) Able (‘3’) Ailing (‘1’ or ‘2’) Direction 16 Alignment Leadership 17 Culture & climate 18 Accountability 21 Coordination & control 9 Execution Capabilities 14 Motivation 25 Innovation & learning 33 Renewal External orientation 45 SOURCE: WLT voting – n=57

NHS organisations are often weak on elements around alignment – such as direction and values NHS Hospital (n=256) Healthcare and Social Assistance Sector (n=6,946) 25 50 75 100 Direction Database Average for all sectors (n=297,163) Alignment Leadership Major deviations from comparison groups Common gap for public services organisations; potential area of competitive differentiation Envt & Values Accountability Common area of strength for NHS organisations Coord & Control Execution Capabilities Motivation Innovation Renewal External Orient Not Effective Common Superior Distinctive SOURCE: NHS Hospital Organizational Health Index Survey (n=256)