Expertise to support world-class projects

Proven methodology in over 250 projects

What We Do

All of our programmes are delivered through hands-on implementation; with our consultants at the front line with all levels of personnel and their management in acute, community, mental health and social care. As well as delivering results specific to each of the departments and disciplines, the improvements delivered in our programmes have a direct effect on the whole patient process, giving the opportunity to increase significantly the service level afforded to patients in terms of reduced waiting lists and waiting times for clinical services.

  • We aim to deliver at least a 250% ROI within 1 year
  • At least 60% of your investment while we are still on the project.

The basics in the Meridian methodology are to create an understanding and to implement.

  • Process focused improvement work
  • Continuous improvements
  • Management Operating System

In the analysis phase, we define the current status perspective and establish improvement potentials, which of course are reviewed with the management. Our experience is that all analysis identifies gaps between goals and the actual Processes, Systems, Organisation and Personnel (PSOP).

At the end of the analysis phase, a project plan for the realisation of the potentials is developed together with the client.

Project philosophy

What distinguishes a Meridian project is that we engage with our clients’ management and staff to implement changes that produce lasting improvements. Meridian’s strength is to bring about changes in activities and behaviours that deliver sustainable and measurable improvements.

It is essential to emphasise the importance of the clients’ involvement and commitment in the project, especially in designing the solutions. It is easier to gain acceptance of change if the ideas come from within the organisation itself and it strengthens the client’s ability to continue to manage change programmes on their own after the project is completed. All the work in a Meridian project is carried out with the client’s management and staff.

Project management

In our experience, the key to a project’s success is structure, involvement and commitment. Meridian projects are managed through various means and toll gates to ensure that the project reaches the mutually agreed objectives. This is achieved using a well-structured and planned process comprising Start up, Implementation and Closure stages.

Project methodology

The project methodology is the driving force of a Meridian project. With clearly defined phases, the various sub-projects are guided through the process. The phases include decision points to ensure ownership of the proposed changes. The major steps in a sub-project could include

  • Planning
  • Mapping
  • Problem description
  • Problem solving
  • Implementation
  • Follow-up

Our experience has taught us that a systematic and consistent, no-nonsense approach, yields results. Another vital factor is the commitment of the client management. There is a proverb, recorded as early as 1175 in the Old English Homilies, which says “you can lead a horse to water, but one cannot force him to drink”. Without management commitment to change, one can never reach a company’s full potential.

To achieve lasting improvements in productivity and/or profitability, it is essential to meet an organisation’s educational and training needs. In addition, we need to establish and ensure the necessary understanding of the implemented changes. This ensures that the clients can then continue to manage ongoing improvements themselves. Training involves practical sessions, combined with practical coaching and leadership training in the workplace.

The Management Operating System is central in a Meridian project and provides the management with the information needed to control and run the business “on a daily basis”. The Management Operating System is implemented early in the project and is constantly improved throughout the project.

Report or action?

Good advice should not be neglected, but there is a major difference between giving advice and implementing change. Most of our clients have more than enough old reports full of good advice.

At Meridian, we carefully design our projects to add sustainable value and implement a client-customised platform for continuous improvement. The implementation phase is specifically designed to anchor the changes within the operational area in focus.

During the first year (or longer if agreed), Meridian carries out compliance audits and reviews to ensure compliance with processes and procedures, and to facilitate further development of processes. This includes evaluating the organisation’s level of compliance with the implemented changes. Any deviations are reported and corrective actions are agreed.

Ordinary consulting projects tend to leave out what we believe is the most important part of the project: the operational organisation. As much as 80%-90% of business costs are controlled here and, most of the time, this is where change really delivers improved performance and enhances the bottom line. This is where we maintain our focus.



Expertise

At Meridian we live by a straightforward and clear guiding principle; our job is to add value to our clients. This goal will not be achieved simply by studying an organisation from the outside over a period of six months’ time and then conclude what “magic” three-letter acronym to choose.

To succeed, the work needs to be done within the organisation, with the help of the people who perform the daily tasks. By applying our own proven and hands on methods in client collaborations, we jointly develop tailor-made solutions that work for every unique organisation.

Our capabilities

  • Change Management 
    In partnership with client personnel we set the foundations for a sustainable environment of continuous improvements.
  • Cascading performance goals
    From time to time it is healthy to go back, define and review the core business. It is necessary to develop clear and understandable goals and cascade them through the management levels, always ensuring they are clear, achievable, and understandable for everyone in the organisation.

  • Cross-organisational communication
    A usual reason for failure is lack of constructive communication and follow-up. Meridian has helped numerous organisations to implement a powerful Management Operating System with clear and fast communication as a cornerstone.
  • Implementation of new methods and processes
    With hands-on methods to visualise the improvements step by step, the gap between the “as is” stage and “to be” objective is defined.

Frequently Asked Questions?

Our projects always generate numerous questions from our clients’ staff who want to understand what we do and whether our presence will be a threat to them or an opportunity. We have selected a few of the questions our teams are asked most frequently in the early stages of a project.

  • When you’re going into an NHS organisation, what are you aiming to do?
    • Our primary aim is to identify opportunities for improvement. We are unique in our ability to measure real activity and costs. We spend three weeks analyzsing data down to the daily level, focusing on patient activity, service volume, and quality. This comprehensive analysis allows us to provide valuable insights into the organization’s performance.
  • Are you Management Consultants?
    • Yes, but we differentiate ourselves by being implementers, not just report writers. Our focus is on executing changes that drive tangible improvements..
  • Are you Time & Motion people?
    • No, we specialise in improving the effectiveness and efficiency of the processes, management systems and resources the organisation has in place to meet its objectives. In order to understand how the organisation functions presently we do have to observe initially what people do, how they do it and how often; so that is where the confusion about our role occurs.
  • What are the critical success factors for a project?
    • Executive engagement. We cannot emphasise enough how critical this is. Sometimes executives believe that having engaged a firm of consultants to effect change absolves them of any active involvement in the project. Nothing could be further from reality, if an organisation is going to achieve continuous improvement. Staff and management need to know that the project has the active support of the Chief Executive – it gives them the authority and confidence to initiate changes to improve productivity, to manage those changes with their staff and to take the time to understand the realities of managing to achieve ‘best value’ in use of resources whilst securing the quality of service for the patients.
  • Aren’t you just siphoning off money from the NHS like all management consultants?
    • Absolutely not. We will not even embark on a programme with an organisation unless we can commit to our cost being returned 2.5 times over through improvements in cost effectiveness.
  • So that means you cut jobs?
    • Not necessarily. Our approach focuses on eliminating inefficiencies and optimising processes, which often leads to increased productivity without job cuts. In some cases, natural attrition may result in reduced staffing, but this is not our primary objective.
  • So all you do is make people who are already working hard work harder still?
    • No, we help organisations work more effectively. Many solutions for increased effectiveness already exist within the organisation but are not implemented due to various barriers. We provide the focus and support needed to put these changes into practice.
  • If the answers are already in the organisation, why are we paying you to do it for us, why don’t we just do it ourselves?
    • While the NHS has numerous initiatives for improvement, they often fail to materialize due to time constraints and lack of fresh perspectives. We offer additional resources, independent views, and executive backing to make meaningful changes.
  • So do you come with a pre-canned system that you will shoe-horn us into?
    • Certainly not. We have project framework for our teams to work with, which is designed to ensure that the management systems and changes which evolve during the project are bespoke to the organisation. It is a framework, not a prescription. If we did not actively encourage your involvement in creating the new processes, systems and working practices, then you would not ‘own’ or use them. The improvements would not be achieved or sustained and that is of no benefit to us, or the organisation.
  • So how long does a project last?
    • After an initial three-week analysis, projects typically last between 15 and 50 weeks, depending on the organization’s complexity and scope.
  • How much experience do you have in the Health Service?
    • We have been working in the service for 25 years, and have completed over 400 Analyses and Projects in Acute, Mental Health, Community Services and Health and Social Care service provision. We believe we are unique in the range and depth of projects, analyses and comparative studies we have conducted covering all specialities – Theatres, Diagnostics, Outpatients, District Nursing, Health Visiting and supporting departments including Administration, Medical Records, Estates and Catering, to name a sample.
  • And where will you be working?
    • We have (or will have) a project office on site. We operate an open door policy because we are proud of what we do, have nothing to hide and open communication is key to achieving the desired results. Much of the time our team will be with you at your places of work rather than driving a desk in the office, so do take the opportunity to speak with us. Share your concerns, ideas and experiences; they will contribute valuably to the success of your project.
  • How will the employees know what is happening on the project?
    • In three ways: firstly we actively encourage the Senior management to broadcast through your normal communication channels (intranet, email, newsletter) a weekly or fortnightly update on the goals and progress of the project. Secondly: a team of your peers will be actively involved in the project and we expect them to feed back to you – formally and informally – what they are undertaking on your behalf to improve the service. Thirdly, our project team spends most of their time ‘on the floor’, ensuring that suggested changes are fit for purpose and will achieve the goals of the project. We encourage you to approach them any time to discuss ideas and concerns.
  • What happens once the project is finished?
    • Because we work with you and there is a transfer of knowledge, the intention is that you continue to refine and improve your processes and working practices with this fresh approach. In the first year after the project we re-visit you to assess how the changes have developed and benefited the organisation.
  • How can you make recommendations for the Health Service if you are not clinically qualified?
    • Our whole approach is to combine your clinical skills to ensure clinical priorities and disciplines remain sacrosanct, with our skills in identifying ineffective processes and practices which don’t add value to the patient, add cost to the delivery of the service and make your job harder, by improving work planning and communication. It is the combination of both of our skill sets that brings about the best outcomes.
  • So if you are setting targets for numbers of visits per day then no doubt quality of care will suffer as staff will be rushing to get through the work?
    • Firstly, we don’t set the targets – you and your colleagues do. You determine what would be best practice and we help you during the project to start removing the organisational barriers to achieving the goals that you and your colleagues have set. We transfer some of our skills during the project to enable you to continuously improve your service delivery. Our projects result in increased quality as work is more planned and organised which frees up more time to spend in patient facing activities.
  • Are you ‘Lean’ people?
    • Our methodology incorporates elements of ‘Lean’, ‘6 Sigma’, ‘TQM’, Agile, and Design Thinking approaches. We do not, however, confine ourselves to one methodology, as over many years in the healthcare market we have found that different clients have needed varying combinations of these elements depending on the specific issues their organisation is facing.

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