Capgemini’s Health and Social Care team has a track record of bringing together national thinking with local experience to improve the quality of decision making and deliver benefits for patients and the public.

In this section we explain:

• Capgemini’s Appoach
• Capgemini’s Capabilties
• The Benefits of choosing Capgemini
• Success Stories

Capgemini’s Approach

Our philosophy is best described in one word: Collaboration.

That means involving stakeholders and users in designing a national IT architecture in Wales, rather than presenting them with a fait accompli and having to fight through resistance all the way.

It means focussing on giving staff in West Sussex PCT the skills, confidence and space to deliver change themselves, rather than doing it to them and seeing it grind to a halt as soon as we leave.

It means getting providers and commissioners in Manchester around a table to co-design a new acute stroke service, rather than working in isolation and facing debate, confrontation and failure to get agreement.

Collaboration is how we do things. It’s in our DNA. And as you’ll see in our Success Stories section, it really works in the NHS.

Capgemini’s Capabilities

In Capgemini, we don’t make artificial distinctions between business and technical offerings. In all of our work with clients, we look across people, process and technology to deliver lasting change.

Instead, our offerings fall into three categories reflecting our market:

• Informing national direction: We operate at a national level with the Department of Health in building ownership of policies such as World Class Commissioning, System Management, Innovation, Leadership, Next Stage Review. We also work with Connecting for Health, shaping Technical Architecture and Information Governance.
• Delivering World Class Commissioning: With commissioners we jointly meet the challenges of planning, buying and checking care pathways. We bring rigour to the use of information and attention to relationships with staff, patients and the public.
• Improving the delivery of services: We work with organisations in the diagnosis of their performance challenges; subsequently designing and implementing solutions like the transformation of a community health team, the deployment of lean processes; or in improving access to information such as patient records.

Benefits of choosing Capgemini

Capgemini brings to the market a unique style of working which we describe as the collaborative business experience. We believe that our way of working fits well with the next stage of your journey. We’ve highlighted five things that make us different from others:

• We bring a breadth of experience that’s second to none. We work throughout the NHS and Department of Health – engaging at every level - connecting Policy to Strategy to Operational Delivery.
• We can design, build and run solutions. Some companies specialise in advisory services. Some excel at technology build. Others specialise in running and managing services. Capgemini can and does go all the way through that cycle.
• Our ability to build ownership of solutions. Our skill is our ability to combine hard rational thinking with an emphasis on building ownership of potential solutions amongst those who will ultimately deliver them.
• We build capability, not reliance on consultants. We believe that a part of our role in each and every assignment is to transfer skills from our people to yours. We deploy methods such as hot-housing which are designed to build the skills of your people.
• We find the experts that you need. No one company possesses all of the expertise to tackle every challenge that might emerge. That’s why we consistently build ecosystems of partners in our work – delivering the very best from the market to the NHS.

We have global reach with experience of working in health, the wider public sector and private sector across the world. Our European and US practices have been deeply embedded in Healthcare business and IT transformation, and bring knowledge of best practice approaches from across the world.

Success stories

Association of Greater Manchester PCTs and the Greater Manchester & Cheshire Cardiac and Stroke Network

In line with the National Stroke Strategy which calls for increased quality and equity of care, the Association of Greater Manchester PCTs decided that it needed to transform the way that it delivered hyper-acute stroke services. The Association asked the Greater Manchester & Cheshire Cardiac and Stroke Network to design and implement an acute stroke care service that will provide the same high level of care to all citizens of Greater Manchester within the first 24 hours of the pathway after onset – where currently there is a great deal of variability in access to services and in the quality of those services across the region. With Capgemini’s help, in the words of Damien Jenkinson (National Clinical Lead for Stroke), the Network performed “a stunning piece of commissioning”.

Tower Hamlet PCT

Tower Hamlets PCT (THPCT) engaged Capgemini to assess its current performance and design a change program to rapidly improve identified areas of weakness. Capgemini worked with THPCT to develop a standardised, transparent and time-bound commissioning process. The process and performance management tool has provided THPCT with the opportunity to gain control over its commissioning operations, a platform to transform its services and a roadmap to become the best of world-class commissioners.

NHS West Sussex

NHS West Sussex wanted to accelerate their organisation both in terms of becoming a world class commissioner, and to become a more efficient, effective and better place to work. This was at a time when the mergers that created the PCT, along with the recent divestment of their provider arm had highlighted the fatigue and scepticism regarding change in their workforce. So when Capgemini presented the Hothousing idea to the PCT, they were interested, if slightly cautious. The question was – could the Hothousing idea work on the commissioner side of the NHS? The answer was an emphatic “yes” with 53 change projects being completed in just 12 weeks – as a senior manager in NHS West Sussex put it: “Stunning; invigorated - if we can replicate this work with future cohorts, then World Class Commissioning level 4 would be achievable.”