Business guru Gerry Robinson believes that any organisation can be made to run well. But can he apply his no-nonsense theory to the complex working practices of the NHS? In an attempt to prove his point he takes on the task of reducing waiting times at Rotherham General Hospital in only six months. But do staff really know who is in charge? And why are there several empty operating theatres?
One year later, Gerry revisits Rotherham to see how they are coping. What he finds both surprises and delights him. The hospital is now run efficiently, waiting lists are down and staff relations are excellent. But there are clouds on the horizon. With government policy encouraging more out of hospital care in the community, what is the future for the hospital? Gerry takes a long, hard look at what is planned for the NHS and asks whether it really adds up and whether it will really deliver the change the service needs to face the challenges of the coming years.
Gerry Robinson is rapidly running out of time. His belief that any organisation big or small can be made to run well has been tested to the limit. With only weeks left to meet his target of reducing waiting lists at Rotherham General Hospital, Sir Gerry struggles to convince the chief executive that his leadership on the shop floor can make a difference.
