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= Helen Bevan = Helen Bevan, OBE, DBA, is a leader of large scale change, improvement activist, thought leader and innovator within the English National Health Service (NHS), the largest healthcare system in the world. She has been supporting improvement efforts in health systems across the globe since the early 1990s. She has been recognised for her ability to seek out and blend new ideas on change with a deep understanding of implementing change in complex systems.

Helen is featured as a case study of change leadership thinking and practice in bestselling leadership books including New Power by Jeremy Heimans and Henry Timms (shortlisted for the Financial Times/McKinsey Business Book of the Year Award) and Humanocracy by Gary Hamel and Michele Zanini and in the Harvard Business Review. Helen is one of the top influencers in healthcare and improvement in the UK and globally,.

NHS Career
Early in her NHS career, Helen led the Leicester Royal Improvement Re-engineering Programme, one of the most ambitious improvement projects ever undertaken in a healthcare organisation. It won the Hewlett Packard Golden Helix award for Europe for healthcare innovation. In 1998, Helen was asked to become a national NHS leader of improvement, joining the National Patients Access Team which worked with every hospital across England, seeking to reduce waiting time for patients through practical improvement approaches. Helen set up the Cancer Services Collaborative one of the first large scale, systemic approaches to clinical improvement in the UK. She was made an Officer of Order of the British Empire (OBE) for Services to Health in the Queen’s New Year’s Honours List 2001.

Helen was one of the founding leaders of the NHS Modernisation Agency in 2001. From the early 2000s she developed an interest in applying social movement principles to scale up organisational change. In 2004, she led the development of the 10 High Impact Changes for Service Improvement and Delivery, which were a distillation of key learning from the work the NHS Modernisation Agency did with hundreds of frontline NHS organisations. The changes were implemented by healthcare teams across the UK and adapted by other nations and led to a “ten high impact” approach in many areas of care including services for older people, General Practice and integrated care.

In 2005, Helen became a leader of the NHS Institute for Innovation and Improvement. She led the team that conceived, co-designed and implemented Releasing Time to Care, the NHS Productive Series, described by the Director at the Department of Health responsible for improvement as “probably the strongest product in the world for driving change in providers (of healthcare)”. The first in the series, The Productive Ward, Releasing Time to Carewas adopted by over 80% of English hospitals. It was also adopted by healthcare systems globally including Ireland, the Netherlands, Denmark, Australia, New Zealand, Canada and the USA as well as all the home nations. In 2008, the 60th anniversary of the NHS, Helen was named as one of the 60 most influential people in the history of the NHS by the Health Service Journal.

In 2009, Helen established the NHS Academy for Large Scale Change with Paul Plsek and Lynne Winstanley. The aim was to build the capability of system leaders from across the country to lead large scale, transformational change. Then in 2013 and in collaboration with Marshall Ganz at the Kennedy School of Government at Harvard University, Helen founded NHS Change Day with a group of young clinical and managerial leaders from the NHS. It was the largest day of voluntary collective action to improve healthcare services in the history of the NHS system and spread to 21 other countries and territories globally.

In 2014, Helen led the establishment of the School for Health and Care Radicals that subsequently became the School for Change Agents. This is a virtual school for people in health and care and beyond to build their skills for change. It is the largest online learning community in the NHS. More than 60,000 people from 60 countries have taken part in the school.

Helen currently leads the NHS Horizons team, a small team of change agents within the NHS whose purpose is to amplify and boost the efforts of others to deliver transformation and large scale improvement, and to accelerate new change thinking and practice in line with the priorities of the NHS.

Helen also connects with more than a million people a month through her social media connections, international collaborations, virtual presentations, commentaries and blogs. She tweets at @HelenBevanTweet.