Leading Change Together Reflections from the Future Leaders Forum

The Future Leaders Forum, held recently at NCI Spencer Dock, brought together over 32 General Managers from across HSE Technology and Transformation and our Regional Technology and Transformation colleagues for a focused day of reflection, learning and discussion. The forum featured contributions from a range of internal and external speakers, each offering perspectives on leadership, change, delivery and the scale of transformation underway.

Business Psychologist, Tanya Hudson of Kinch Lyons explored the psychology behind how people experience change, particularly in the context of the scale and pace of transformation across the HSE. She challenged the idea of “resistance”, emphasising that people are rarely opposed to improvement itself, but are responding emotionally to uncertainty, perceived loss and fear. Tanya highlighted how biases such as loss aversion, negativity bias and a preference for the status quo shape reactions to change.

For leaders, she stressed the importance of setting the emotional tone, listening for concerns beneath the surface, and recognising that;

The workshop session, facilitated by Thelma Pentony, Training and Development Specialist, invited our General Managers to step back and reflect on recent progress across Technology and Transformation. Working in table groups, participants identified key achievements delivered over the past six to twelve months, many of which often go unseen outside individual teams.

Across the room, a consistent theme emerged: the scale of delivery underway is significant and wide ranging. Groups highlighted major advances in digital health systems, cyber security, infrastructure, automation, shared care records, public health surveillance, GP integration, and patient facing services such as virtual wards and the health app. There was strong recognition of the foundational work undertaken by business operations, technology, data, cyber and procurement teams, which enables frontline services to operate safely and effectively.

Discussion also focused on reputation and impact. Participants noted a growing recognition of Technology and Transformation as a strategic partner within the HSE, delivering tangible benefits for patients, staff and services. Finally, the session prompted reflection on the importance of communication: celebrating milestones, sharing progress more widely, and telling the story of incremental wins, not just headline programmes. The exercise served as a valuable reminder of the collective progress being made — and the need to ensure it is visible.

Michael O’Kane, General Manager,  Digital Transformation Office provided an update on the Technology and Transformation operating model, outlining why change has accelerated and how the organisation is responding. He highlighted key strategic drivers, including the Digital for Care strategy, HSE reform programmes, regional health structures and a significant increase in investment and workforce. Michael described the development of the operating model using a structured, inclusive approach, with strong clinical and regional input.

Now in implementation, the focus is on clearer governance, defined decision making, strengthened leadership structures and new capabilities. The updated model is designed to support scale, accountability and consistent delivery across a rapidly growing digital landscape.