A study of boards of high performing organisations in the NHS

A team at Manchester University Business School, led by Professor Naomi Chambers, have published a study of boards of high performing organisations in the NHS.

The researchers identified the top 19 NHS organisations in England using a combination of measures. They included metrics over several years to exclude sheer good luck or unsustained high performance. Then, from publicly available information, including analysis of board agendas
and minutes, they examined some of the key features of these boards in comparison with others. When they compared them with other NHS organisations the researchers found a positive link between high performing organisations and:

· CEOs being in post for longer than 4 years
· Number of women on their boards
· Contribution of non executive directors at board meetings
· Dominance of specialist/tertiary trusts over other types of organisations

The researchers emphasise that these are links rather than causal factors, but they are important enough for boards to bear in mind as they go about the business of discharging their responsibilities to ensure the care and safety of patients in their organisation.

An interesting perspective on this research is provided by the Health Service Journal (a subscription may be required).

A copy of the research report Spot the Difference: A study of boards of high performing organisations in the NHS can be downloaded here.

For more details of the study contact: naomi.chambers@mbs.ac.uk

3 Responses to A study of boards of high performing organisations in the NHS

  1. Richard Gudoi Gid'Agui says:

    Ok since it is just a comment , I find this argument still contested. I don’t think that the longer the CEO stays nor is that the more the a committee of the board conducts meetings the better is the performance of an entity. Sometimes this research may not be logical when some results come into play of decison making. There are many factors that lead to organisational performance and amnong them including those mentioned in this research are; communication top-down factors, characteristics of the board and their behaviou, skills , induction, harmonous relationship at all levels with stakeholders, leadership and supervision, financial performance and CEO, budget controls and management, strategic outlook, organisational indepedence , investor participation in decison making processes, investment yield and dividend payments, risk management , employment factors and organisational contribution to GDP and many others factors you can think of that make an organisation succeed.

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