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Healthcare leadership

Healthcare systems around the world are facing unprecedented pressures, from changes in demographics and patient expectations to challenges in regulatory, financial and political environments. The growing demand for a robust yet affordable healthcare system is putting the system and its leaders under strain.

A dedicated team at Cambridge Judge Business School (CJBS) has been engaging with organisations and individuals within the healthcare sector since 2010; bringing together the intellectual resources and expertise of CJBS and the wider University to address these challenges, supporting the growth of effective leadership and management in the healthcare system.

Our combination of expertise means we can offer targeted leadership support across several management disciplines, from operations management, information systems and organisational behaviour to marketing, strategy and finance. We are the only leading business school with significant industry experience delivering leadership programmes in the healthcare sector.

Our knowledge and expertise feeds directly in to our customised, Executive Education solutions. We work flexibly and in collaboration with our clients to develop bespoke solutions that support their requirements and strategies. We have delivered customised programmes on a range of topics including strategy implementation, leadership styles, change management, leading high-performance teams and innovation within health care.

Find out more about our Executive Education programmes:

Cambridge Chief Residents Leadership & Management Programme

Our flagship programme is designed for early career doctors who are likely to remain clinically focused during their career but are keen to engage and lead on management challenges. The aim of the programme is to support and develop doctors as future leaders of healthcare delivery and enable them to initiate improvement initiatives and take the clinical lead in such projects. The programme is an opportunity for doctors to engage with challenges of leadership and craft their solutions to issues they face.

Cambridge University Hospital, NHS Foundation Trust Senior Leadership Programme

Delivered to 150 top senior leaders from clinical, nursing and managerial teams over three years in collaboration with The King’s Fund, this programme is designed for current and emerging clinical leaders preparing to take on leadership roles and/or looking to strengthen their leadership skills. The aim of the programme is to develop senior clinical leaders so that they have required knowledge, skills and capability to have a positive personal impact on the work of others in the clinical team, Trust and wider healthcare system.

If you are a CUH employee and are interested in the Cambridge Chief Residents Leadership & Management Programme or the Cambridge University Hospital, NHS Foundation Trust Senior Leadership Programme, please contact us at: [email protected]

The journey of clinical leadership development

Our custom programmes are not designed as a short-term investment in the capabilities of individuals, but as long-term investments in the culture of their organisations. The goal of a clinical leadership development programme is to achieve a fundamental change of culture – away from traditional top-down command-and-control hierarchy to a culture based on an ecosystem of clinical entrepreneurs who work with peers and managers to achieve continuous improvement in the value they deliver to patients. As with all culture change, this takes time.

Cambridge Judge Business School engages with healthcare organisations on this culture change in a genuine partnership. Our job is done when the organisation sustains a new clinical leadership culture on its own.

Jag Aluhwalia

Director of Digital

Cambridge University Hospitals NHS Foundation Trust

Dr Jag Ahluwalia graduated in medicine having studied as an undergraduate at the University of Cambridge and in London. He initially trained in general practice but then developed an interest in paediatrics and in particular in newborn intensive care. Following postgraduate clinical and research training in neonatology in Cambridge and Melbourne he was appointed to the consultant staff at Addenbrookes and the Rosie in 1996 within the regional neonatal intensive care unit. Alongside his clinical practice Jag became increasingly involved in clinical management as unit director, then associate medical director for the trust and then Executive Medical Director, a role he held for nearly 10 years. During his time as Medical Director he has served as Co-Chief Operating Officer, Director of Infection Prevention and Control, Executive lead for Research, Executive Lead for Medical Education and Executive Lead for IT. He also served for many years as clinical lead for the Norfolk, Suffolk and Cambridgeshire neonatal network and as a senior officer of the British Association of Perinatal Medicine for six years. National and regional management roles have included serving as Vice-Chair for NHS Employers’ Consultant Contract Negotiation Team, Chair of Monitor’s Medical Director Advisory Group and as Chair of the East of England Medical Directors’ Forum. Latterly he has served on the National Consultant Clinical Excellence Awards Committee as well as various other invited advisory roles. His published research interests have included neonatal ventilation, the use of nitric oxide in newborns, ethical dilemmas in neonatology and long-term follow-up. He has lectured extensively on these topics as well as in the area of clinical management and leadership and directs or co-directs major training programmes in clinical leadership. He is now the Director of Digital at Cambridge University Hospitals and a Trustee at Macmillan Cancer Support. He graduated with an MBA from Cambridge Judge Business School in 2017 (Cambridge Executive MBA, class of 2015).

Lawrence Ashelford

Chair

Northstowe Health New Town initiative

Lawrence Ashelford has been involved in the UK social care and healthcare sectors for over 30 years. As well as running large-scale operational services in a London borough, he has extensive experience implementing new government policy at corporate, strategic and operational levels, strategy and service development, business planning and public sector investment.

Until May 2013 Lawrence was Director of Strategy, Policy and Planning at Cambridge University Hospitals (Addenbrooke’s) and worked across the Trust and the health and care economy leading on the development of strategy, policy and business planning as well as clinical service development. He has produced  successful business cases for a significant number of major infrastructure and service developments as well as undertaking individual and group work to implement change across all clinical service areas. With a strong track record of partnership working across sectors and disciplines, he is currently Chair of the Northstowe Health New Town initiative, a joint programme to promote health in England’s largest planned new town since Milton Keynes, with Homes England, two local authorities, the CCG, and the Cambridge University Institute of Public Health.

Michael Barrett

Professor of Information Systems & Innovation Studies

PhD (University of Cambridge)

Jan Bouwens

Professor of Management Accounting

PhD (Tilburg University)

Jane Davies

Director of Executive Education and Faculty (Professor level) in Management Practice

DBA (Boston University)

Dame Sandra Dawson DBE

Fellow (Organisational Theory & Information Systems)

MA (University of Cambridge)

Mark de Rond

Professor of Organisational Ethnography

DPhil (University of Oxford)

Feryal Erhun

Reader in Operations Management

PhD (Graduate School of Industrial Administration, Carnegie Mellon University)

Pam Garside

Consultant

Newhealth

Pam Garside has her own management consultancy, Newhealth, specialising in organisational strategy and development in healthcare. She works extensively with boards of a wide range of healthcare organisations on strategy, governance and leadership issues and advises new entrants to the UK health market including digital and startup companies. Pam founded and co-chairs The Cambridge Health Network, a membership group of senior players in UK health, both private and public sector, and is a board member of Whizz-Kidz charity, Cambridge Angels, ZPB and Punchdrunk theatre company. She is a member of the Investment Committee of Cambridge Enterprise, the technology transfer company of the University of Cambridge. She also sits on a number of advisory boards and is an angel investor.

Pam began her professional life in management in the NHS and subsequently spent many years studying and working internationally based in the USA. She holds a BSc from the University of Durham and a masters degree in Hospital and Health Care Administration from the University of Minnesota.

Ahmed Khwaja

Professor of Marketing, Business & Public Enterprise

PhD (University of Minnesota)

Geoff Meeks

Emeritus Professor of Financial Accounting

PhD (University of Edinburgh)

Kamal Munir

Reader in Strategy & Policy

PhD (McGill University)

Andreas Richter

Reader in Organisational Behaviour

PhD (Aston University)

Stefan Scholtes

Dennis Gillings Professor of Health Management

PhD (Karlsruhe University)

Philip Stiles

University Senior Lecturer in Corporate Governance

PhD (University of London)

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Contact us

To find out more about our healthcare Executive Education offer, please get in touch:

[email protected]

Clinical leadership is about driving change from the front line, rather than waiting until it is imposed from back offices by managers or regulators.
Stefan Scholtes, Dennis Gillings Professor of Health Management, Cambridge Judge Business School