Case Studies By Service Area
Organisational Strategy, Design & Change
Strategic framework and work programme for the ABC approach to smoking cessation
The scope
In 2008, the Ministry of Health and other key stakeholders developed a new clinical approach aimed at supporting smokers to quit. The approach required a fundamental shift and intensification in New Zealand’s approach to smoking cessation, by integrating a new set of clinical practices systematically into the everyday practice of all healthcare workers who have contact with smokers. A key challenge was to devise a way of embedding this new approach effectively and efficiently, without creating resistance to the new approach.
MartinJenkins was engaged to assist the Ministry to embed the new approach by developing a coherent and clear strategic framework and implementation plan.
Our Involvement
Working with a core team of Ministry and DHB staff, MartinJenkins Senior Consultant, Richard Tait, ran a focused strategy development process that led to a clear, shared view on:
- the purpose, goals, and expected impact of the strategy
- the best points of leverage for creating the necessary changes in practice across the health system without creating resistance
- the workstreams and actions needed to implement the new approach
- the approach to ongoing governance and management of the work programme.
The Outcome
The strategy and work programme were well-received by Ministry staff and stakeholders within the health sector at senior levels. The strategy was seen as clear and comprehensive - addressing all relevant aspects required to successfully implement the new approach. Several highly experienced members of the project team regarded the strategy as laying the foundation for New Zealand to be a world leader in smoking cessation practice.
The MartinJenkins Difference
This project required an ability to step above operational detail and guide the client towards a clear and compelling framework for the strategy and work programme that would resonate with the stakeholders. At the same time, it involved maintaining a grounded view of how the different actions would fit together to create the required behavioural change in a very complex sector. The collaborative approach and clarity of thinking led to high levels of commitment to the both the process and its outcome.
