Welcome to my website. I hope you find its content both thought-provoking and valuable.
I’m Hamish Dibley, an independent management consultant and improvement mentor. I challenge convention by undertaking meaningful work to achieve significant performance improvement and sustainable transformational change.
My purpose and passion are to help healthcare and public service organisations achieve a better way to work by becoming more person-centred and in doing so become more effective in what they do and how they do it.
Effective service is a matter of leaders adopting a person-centred mindset and using robust improvement methods. Achieving sustainable change is informed by the data and designing appropriate, timely and effective responses for customer cohorts and iterative operating models.
My work contrasts with both typical activity management and management consulting approaches. With the former, you can neither understand nor improve organisations through managing activity volumes, it makes performance worse. And for the latter, to make real improvement, you don’t need to outsource work to mainstream management consultancies.
Better service at less cost is easily achieved with the right external helper honed with the requisite mindset and knowhow to connect leaders and employees using better methods of study and improvement.
It is important to do what you believe and believe in what you do.
I am a recognised change management and operational improvement professional and known for my pioneering public services improvement work. My work achieves better service, greater capacity and at less cost.
My approach is called Humanising Systems®, an improvement framework that shifts the focus from conventional activity perspectives to person-centred ones. The approach adopts a holistic focus on people before activity, and on effectiveness over efficiency.
The work highlights that person demand in public services is relatively stable, predictable, repeatable but uneven. In every service, small numbers of people – I call them the ‘vital few’ generate disproportionate levels of activity and cost, but not for the reasons commonly assumed.
By focusing improvement on addressing the needs of the ‘vital few’, change occurs for the better and where it matters most, those that use public services. The corresponding transformational benefits follow – better service, released capacity and money saved.
Hamish presents and explains logical and structured answers to challenges. He works in demanding environments and builds influence and links in a short time. I enjoyed working with him and feel that the method he uses has a far greater scope for solving problems than those that do not challenge the thinking that creates them.
