We know that the mechanisms of ‘hardwiring’ alone are insufficient to deliver genuine integration and transformation. What is more important is the 'softwiring' - the informal but powerful connections that enable organisations and people to work effectively together, including relationships, trust, mutual understanding and collaborative behaviours. Real progress depends on strong human relationships that create commitment and a shared sense of purpose.

Building the ‘softwiring’ both between and within organisations does not happen by accident. It requires deliberate action that strengthens relationships and enables a genuinely different way of being. Opportunities to build belonging and understanding can help to redistribute power and nurture a healthy ecosystem in which change and transformation can evolve.

I'm passionate about helping others with busy roles in health and care to see and better understand the 'softwiring' around them and make good system leadership part of the 'day job'.