National Health Service is undergoing a complete revolution as the government plans to cut the waiting times for the patients in hospitals. The long term goal set by the government is to make sure that hospital activity is doubled within the next decade. The aim is to change the NHS from the service provider to a care purchaser; for this purpose, it plans to implement a change in two stages: first of all, overseas suppliers would be offered to enter into the local market so that there is high competition of setting fast-track treatment centers. Secondly, with more competition, the private sector would feel threatened and the private treatments would become affordable. The annual operations would be raised to 250,000; there shall be a ten-fold increase in the treatment of patients by the private sector while it also becomes affordable.
It is inevitable for organizations to move beyond what is considered as routine work and respond to the changing environment; for this purpose, change is a necessity so that the organization can achieve its dynamic capabilities. The innovation in routine for any organization is known as the “frame-breaking change”. For NHS, this change really is an evolutionary one which would eventually benefit the consumers and generate revenue for the government in the long run. There is a complete shift in the market structure; further, the healthcare industry would become financially strong and the pricing structure would be decreased due to higher competition especially because of the entry of the foreign organizations (Smyth, 2013).
With the rapid change, the healthcare industry would flourish, but the most profit would be gained by the consumers who would not have to pay high fees for consulting in the private sector; in addition, the waiting time would be reduced and so, the level of health care in the country would be raised while costs would be cut for the care purchasers too. With more efficiency, and more competition in the market, the providers would have less authority with this change (Marshall and Wilson, 2013). These plans would boost the level of efficiency so that the increasing needs of the population that is ageing can be met; the patients would have more choice as there shall be more competition which would eventually improve the service in the industry. Through these changes, a vibrant sector of social enterprise shall be created; the fact is that when choice is promoted and competition is increased. The standards shall be raised for providing care, managing the facilities and also the level of efficiency.
The doctors, administrators and all the other staff members of the NHS would feel highly threatened by these policies; there is a chance of losing their job and being driven out of the market. As new competition has entered and much better care providers are present to substitute them, they cannot think of even making the patients wait or charging them higher feed (The Press Association, 2013); moreover, they are aware that they can be easily substituted and if they lose their job, finding a new one would be difficult as there is higher choice with the patient. Further, they must take care of the patient and ensure that the patient experience is awesome with them so that they can have regular customers. It has also become inevitable for them to provide excellent services at reasonable prices.
Actually this change shall put patients at the heart or the core of the NHS; the whole focus of the organization shall be on satisfying the consumers. When the patients are ignored, all the risk is directed towards them; but when the core function is to satisfy the consumers, and then the company would also have long-term saving and brand-loyal customers too; (NHS England, 2013). The patients’ health would improve which means that the country would have healthier workforce too. The new policy would implement an environment where the patients’ experience would be improved and costs shall be cut which would result in savings for the patients while in the long run, generate more revenue for the organization. It can easily be seen that the patients would gain a lot in the long run; not only their waiting time shall be reduced, they shall have more choice, their costs shall be cut, there shall be no fear of private sector and also the services given to them shall be improved with high levels of efficiency so that they remain loyal and do not switch to any other healthcare provider (Unknown, 2010). Patients would easily access the medications which shall save them the numerous trips to the hospitals in the long run.
England, N. (2013). NHS England » A revolution in patient power: why NHS England is launching Tripadvisor for patients – Tim Kelsey. [online] Retrieved from: http://www.england.nhs.uk/2013/07/30/tim-kelsey/ [Accessed: 23 Oct 2013].
Marshall, M. and Wilson, T. (2013). The NHS Revolution: Health Care in the Market Place—Competition in General Practice. Bristish Medical Journal, 331 (7526), pp. 1196-1199.
Smyth, C. (2013). NHS reform dash ‘risks ignoring patient views’, say health chiefs. The Times, [online] 12th July. Retrieved from: http://www.thetimes.co.uk/tto/health/article3814560.ece [Accessed: 23 Oct 2013].
The Press Association (2013). NHS reforms will have little effect on patients, says academic. Nursing Times.net, [online] 3rd January. Retrieved from: http://www.nursingtimes.net/home/clinical-zones/leadership/nhs-reforms-will-have-little-effect-on-patients-says-academic/5053237.article [Accessed: 23 Oct 2013].
Unknown. (2010). Reforming the NHS Once more into the ring. The Economist, [online] 15th July. Retrieved from: http://www.economist.com/node/16592445 [Accessed: 23 Oct 2013].