Tom Bartlett

You're an #NHS Analyst? If so you need to check out skillsdevelopmentnetwork.com It's your route to FREE professional development such as classroom-based training and online support for both technical and non-technical skills @apha_analysts @Fed_IP @SDN_London @sukhmeetpanesar

I see some weird things but this takes the biscuit. A vulnerability in the Companies House website, that let anyone view the private dashboard of any one of the five million registered companies, see directors' personal details. And modify them.

One of my biggest career regrets was staying in a "good" job too long. It wasn't painful enough to force a decision. It was a solid B+. And my ego convinced me I could turn it into an A. I wasted years trying. Here are 4 tests to help you decide when it's time to go:

BREAKING: The annual NHS staff survey is out - and it makes for VERY grim reading nhsstaffsurveys.com/static/98fbf01… - detailed analysis coming your way soon via @HSJnews

@InstituteGC I can only comment from an NHS perspective, and I would put it like this: How well do Trust Boards understand AI?

Question: Is the main challenge to using AI in government primarily a technology challenge, or a leadership challenge?

NHSE and DHSC deserve a lot of credit for this candour 👏👏👏👏 Any improvement driven by data must have meaningful and honest metrics. Aggregating performance from multiple sites hides struggling departments.

In a completely unheralded but praiseworthy move, NHSE has released site-level data for A&E performance: england.nhs.uk/statistics/sta…...

6. Get Proactive Coaching Prompt: "Act as my leadership coach. Here's my context: [role, team size, current challenge]. My leadership style: [describe]. My question: [specific situation]. Coach me through this using open-ended questions. Ask them one at a time." Artifact tip: Add your DISC or PrinciplesYou profile.

I just love this. The new =COPILOT() function in Excel lets you analyze, generate content, and brainstorm directly in the grid.

I’m hearing NHS staff were being briefed today that the NHS 10 year plan will close Commissioning Support Units. Redundancy and other payments have not been decided on

At a time when people are understandably focused on the daily chaos in Washington, these articles describe the rapidly accelerating impact that AI is going to have on jobs, the economy, and how we live. axios.com/2025/05/28/ai-…

University Hospitals of Northamptonshire (UHN) has launched a Data Academy for staff working across clinical, operational, administrative and data-focused roles. ow.ly/QzQl50VZb0v

Stop being a baby when you get feedback. Someone is giving you a window into how they experience you. They might fumble, be insensitive, offend you, or even be wrong. Who cares? Show gratitude for their courage so they'll keep doing it. This is the data you need to improve.

Finally. One of the best moves the NHS could make...

A famous person wore a secret hidden wire while speaking with me about AI, and I want to talk about it. Backstage at a recent AI event, I was talking with someone about private views on AI investments and strategy. We were both unfiltered. At one point, I joked, “We should’ve recorded this - we’re dropping gems!” He tapped his chest. “Oh,” he said. “I’m always mic’d up.” I laughed. “Wait, are you wearing a wire?” “Yes.” He had a secret mic under his shirt the whole time. No disclosure. No consent. Just recording. I felt completely violated. Not because I said anything wrong, but because I didn’t choose to share it. As I think about the future - AI-powered glasses like meta rayban, smart earbuds like airpods, recording necklaces like limitless - these are tools that serve their owner, while extracting data from everyone else nearby. The benefits are asymmetric. The consent is invisible. We talk a lot about surveillance capitalism and corporate tracking. But I do think we’re also going to see both intentional and unintentional “interpersonal surveillance” (honestly it’s already happening now with friend search, purchases, and Bluetooth/WiFi tracking, and with people constantly filming everything in their lives on their phones). The ones wielding the tech get a boost. Everyone else is turned into passive data sources. If always-on wearables become the norm, I’m thinking we also see a new kind of social friction. People will retreat. Trust between friends will erode. And ironically, those recording everything might find themselves with fewer conversations in real life. The cost of ambient AI might be wider than we first thought.

Pretty good explanation of agentic design patterns. We use all of them in DeepAgent

From a survey of more than 19,000 HBR readers, here’s what makes some people more productive than others. s.hbr.org/3iYbfqQ

The EU is about to kill GDPR as we know it. After 7 years of: • Crushing European innovation & startups • Making American tech giants even stronger Brussels finally admits it: GDPR was an economic disaster. Here's why this rollback could save Europe's dying tech scene 🧵:

A project to help connect electronic health record (EHR) systems across Europe has received €8 million funding from the European Commission. Full story 👉 ow.ly/wjzi50VxpSr

Wes Streeting, health secretary, has confirmed the government’s commitment to retaining the digital workforce amid the abolition of NHS England. Full story 👉 ow.ly/umiw50Vxa3j

i was recently having a convo with my buddy (largely as a joke) about how to truly succeed in bureaucracies. we discussed how one of the biggest mistakes ppl make in very bigcorp life, especially in bloated orgs, is thinking simplification is the goal. it’s not. simplification is punished. it reveals too much. it threatens power structures, uncovers incompetence, & removes the need for whole teams. simplification will create enemies. the real game is complexification. not in a chaotic way. it has to be fashionable complexity. complexity that looks like intelligence. introduce ambiguity. spin up cross functional workstreams. launch studies with no end state. raise questions that can’t be answered. build “alignment” across 12 stakeholders. this is how you win. if you want to succeed in bureaucracies make things seem hard. then make them even harder. inject process. delay clarity. make your presence essential to navigating the mess you helped create. that’s how you get promoted.