Andy Callow was appointed Group CDIO on the College Hospitals of Northamptonshire in December 2020, and has spent the final three years unifying the Kettering and Northampton hospitals by means of one digital technique, taking strides to undertake cloud, construct an RPA Centre of Excellence, and roll-out AI proof-of-concepts.
Then the decision got here that CEO Simon Weldon was happening sick go away, and looking out in-house for his alternative.
“It wasn’t a part of my trajectory however I agreed to do it out of loyalty to him,” says Callow. And though it was a departure for him to helm an unfamiliar management function, distinctive alternatives offered themselves like contemporary mental stimulation, addressing white privilege, and plans to stabilise the hospitals by means of winter.
Gaining a brand new perspective
Having began the interim CEO function in September, and appointed an interim successor for his CDIO function, Callow admits he’s nonetheless coming to grips with the brand new construction. Within the first few weeks, he hung out getting ready the organisation for a difficult winter, opening inner conferences, addressing Black Historical past Month, and listening to from employees across the wards. Understanding that his function is momentary, his focus is on not letting something slip by means of the cracks, as he adjusts working at a system degree with much less hands-on, day-to-day involvement, and extra emphasis on being a facilitator for outcomes.
It’s nonetheless early days and Callow is not sure if he’d pursue a CEO function in future, however he’s enthused a couple of new perspective.
“The technical problem of my substantive function as CDIO supplies numerous mental stimulation, however I’ve been pleasantly stunned to seek out comparable stimulation within the new challenges I discover on my plate now,” he says. “What I didn’t admire is that I’d additionally get that buzz from some actually difficult issues you’re making an attempt to cope with, that are wider organisational points. I’ve been concerned in conversations in regards to the cash for some time, however now I’ve obtained accountability for that to occur, reasonably than being a part of the answer.”
This leap into the unknown might be unsettling, even for probably the most skilled leaders. Callow casts his thoughts again to earlier in his profession when a sequence of promotions pushed him additional into management roles and away from his love of coding. A “grieving course of” ensued, as he moved away from a skillset he had constructed his fame on, however he believes it gained’t occur this time round.
“I’ve not felt that I’m dropping all of the techie stuff,” says Callow, previously the pinnacle of expertise supply at NHS UK and programme director at NHS Digital. “I’ve thought that that is really serving to individuals do their finest work in a unique guise.”
A CIO’s management rules
Callow attributes his clear and reflective management fashion to office expertise and his personal growth, and cites Daniel Pink’s Drive as an influencing consider letting groups change into autonomous and take possession, constantly enhance, and purchase into the mission of the NHS.
Callow additionally believes within the worth to mirror on previous achievements so as to sort out future obstacles and land key messages in conferences. The weekly notes he writes have additionally change into a routine that helps crystallize successes and challenges, but in addition prompts new conversations with colleagues and third events, serving to to make sense of the extra troubling weeks.
“I look again [at my notes] and say, ‘There was that state of affairs’ or, ‘That dialog was unbelievable’. Or, really, ‘There’s a state of affairs I must put extra effort into progressing’, or, ‘There’s an individual I would like to present extra time to.’ If nobody else learn them, I’d nonetheless do them as a result of it’s a self-discipline to look again on and take into consideration what you’re doing.”
Callow retains what he calls shadow notes of circumstances he’d reasonably not make public, and attributes this exercise to the significance of being open, a key NHS precept that’s pinned to his wall at his workplace in Kettering, in North Northamptonshire. He takes an identical strategy to Twitter, saying the social media platform doesn’t need to be about mudslinging, however a chance to forge connections. He recollects a time he Tweeted about the potential of machine studying getting used to enhance mattress administration, an thought that might finally spark on-line conversations, NHSX funding, and a proof-of-concept on mattress scheduling with AI start-up college.
“That has now gone right into a product that’s out there, and that code is open-sourced on GitHub,” he says.
A CIO’s information to addressing white privilege
Ranked within the prime 5 of this 12 months’s CIO UK 100, Callow drew excessive reward from the judges for a proactive strategy to tackling range, fairness and inclusion.
Final autumn, he purchased 10 copies of White Fragility by Robin DiAngelo and invited the 300 employees throughout the digital directorate of each hospitals to borrow them. He additionally purchased every member of the board a duplicate of the ebook. Later that 12 months, Callow hosted discussions about tackling range and discrimination with the directorate and belief board, resulting in a joint board growth session on learn how to handle racism.
The College Hospitals of Northamptonshire would go on to launch a brand new management programme for Black and Asian employees within the spring, whereas Callow has since recruited as much as 25 board members to volunteer their time for profession teaching classes to those identical professionals. Callow himself presents two hours a month.
“Plenty of colleagues don’t have entry to anyone who can have these form of conversations, notably when you’ve come from abroad and also you haven’t constructed up a community,” says Callow, who’s government sponsor of each Belief REACH (Race, Equality and Cultural Heritage) employees networks. However he admits that addressing such points can solely start with leaders getting uncomfortable, and tackling topics that could be past their experience.
“Studying White Fragility was a pivotal second,” he says. “It made me really feel extra geared up to have a few of these conversations.”
2023 is about stability and the subsequent job
Callow says he’s most happy with his automated coding venture of endoscopy affected person episodes, whereby the Belief has used AI to mechanically code 87% of month-to-month endoscopy exercise, with a mean accuracy of main analysis and procure project of 94%—roughly the identical as a human coder.
He acknowledges there are challenges forward for his successor Dan Howard to the CDIO publish, from integrating digital methods to rolling out digital affected person information, however as interim CEO, Callow is wanting on the greater image of enhancing scientific collaboration, managing rising prices, and supporting employees by means of a tough winter.
“We have to strip out a few of these issues which can be not wanted [from Covid],” he says. “And that’s laborious if you’ve nonetheless obtained your emergency division full, ambulances queuing, and wards the place individuals wait a very long time to be discharged.”
Callow believes that CIOs are equally geared up to take the CEO function as different board members, and admits he can be extra excited by a deputy CEO place than six months in the past. But a return to acquainted territory beckons.
From mid-January, Callow will change into CDIO on the College Hospitals of Nottingham, a transfer influenced partially by a brand new problem in addition to a shorter commute. “There’s lots I can contribute to their digital development and I just like the established hyperlinks with the college that I might be a part of,” he mentioned. “The main target for the brand new 12 months might be on getting up to the mark with the NUH CDIO function and powerful supply.”