As someone working in healthcare consulting, you’re likely aware of the significant news that NHS England is being abolished. This organisation, which has distributed approximately 90% of government health spending since its establishment in 2012, will see its responsibilities transferred to the Department of Health and Social Care.
This isn’t just an administrative change – it represents a fundamental restructuring of how healthcare is managed in England.
I’ve spent the last decade consulting within the NHS ecosystem and have witnessed numerous reorganisations, so I understand the uncertainty you might be feeling right now.
What This Means For YOU
As a healthcare consultant, you may be experiencing:
- Concern about the future
- Uncertainty about where your existing contracts stand
- Questions about how to position yourself for what comes next
These are valid concerns that affect everyone from GP practice managers to data analysts, from quality improvement specialists to workforce leads.
Challenges You Might Face During This Transition
- Decision-making will likely slow down as organisations adjust to new structures.
- For some consultants, existing contracts may be reviewed or potentially come to an earlier end than expected.
- If you have potential clients in the pipeline, especially within NHS England, some of that work may not materialise.
- You might occasionally wonder, “Does what I’m doing even matter anymore?” as priorities shift.
The good news is that these changes will take time to fully implement, and the impact will vary widely depending on your client base.
For some of you, it might be business as usual, especially if you work primarily with service providers or local organisations.
Remember that healthcare will always need thoughtful experts who can help improve systems and deliver better care. The shape of the organisations may change, but the fundamental need for your expertise remains.
Practical Action Steps
1. Protect Your Mental Space
🧠Carefully curate your media consumption. Constant checking of updates may create anxiety without adding value.
2. Map Your Client Landscape
📋 Create a simple two-column list of your clients. In one column, note which ones will be directly affected by the abolishment (NHS England teams, integrated care boards).
In the other, list those less likely to see immediate impact (frontline providers, local authorities). This clarity will help you prioritise.
3. Check In With All Clients
📞 Reach out to all your clients, not just your most valued ones. Ask them what they think these changes mean for them, and listen carefully for the potential knock-on effect this may have for you.
This isn’t the time for pitching – it’s about understanding their perspectives and strengthening relationships through active listening.
Remember: The organisations may change, but the fundamental challenges remain the same. Improving patient care, managing resources effectively, and navigating complex systems will always require your expertise.
Practical Tip: The GROW Conversation Framework
When clients or colleagues are feeling uncertain, use this framework in your conversations:
G – Goals: “What are you hoping to achieve despite these organisational changes?”
R – Reality: “What’s your current situation? What parts of your work will be most affected?”
O – Options: “What approaches have you considered? What’s worked for you in previous reorganisations?”
W – Way Forward: “What specific actions will you take? How can I support you?”
This approach positions you as a valuable thinking partner rather than someone selling services.
Finding Opportunity in Change
While this transition brings challenges, it also creates spaces for consultants who can adapt thoughtfully. The most successful consultants I’ve worked with during previous reorganisations share a few characteristics:
- They stay visible, continuing to share insights and value even when immediate work slows
- They listen more than they talk, truly understanding the evolving needs of their clients
- They focus on building and maintaining relationships, knowing that work often flows from trust
- They remain flexible in how they deliver value, adapting their offerings as needs change
Final Thoughts
You became a healthcare consultant because you’re skilled at navigating complexity and bringing clarity to challenging situations. This reorganisation is the kind of moment where your expertise becomes particularly valuable.
Review your costs, strategic goals for the year and communicate to your team. There’s no need to panic, but scenario planning will help you adapt as changes unfold.
I’d love to hear your initial thoughts on this very interesting time.
