Redesigning care around communities, not institutions.
We start with the people the system is meant to serve. Population segmentation analytics combined with system dynamics modelling reveals where value is trapped, where variation is unwarranted, and where resources should flow. The result: health systems designed around what people need, not what institutions have always done.
Alder Hey Children's NHS Foundation Trust
Vision 2030: Reimagining health and care for children and young people
Alder Hey: A Healthier, Fairer Future for Every Child
One of the world's top specialist children's hospitals, caring for over 330,000 children and young people every year. But outstanding care within its walls was not enough. Rising demand, widening inequalities, and a 75% increase in ASD diagnoses meant the organisation needed to think beyond the building and into the communities it serves. Strasys helped the trust identify ten distinct consumer segments, refined into four integrated care models, and create the first shadow ICB for children in England.
New Integrated Care Models
Shadow ICB for Children
"We didn't want a cookie-cutter approach. Strasys helped us use population data insights to truly understand the needs of CYP and ensure we brought all our resources to bear to tackle those needs and reshape our future. I'm hugely grateful for what Strasys has achieved."
"Our vision needed to be reimagined. Strasys brought extensive industry knowledge and a different mindset. It's probably been the most intellectually challenging process I've been through. It's transformed my thinking big time."
John Grinnell, CEO, Alder Hey NHS FT
"Working with Strasys has exceeded my expectations. I have been impressed by how a small group of people can work alongside the internal team to re-direct a complex organisation."
Prof John Chester, Chief Scientific Officer, Alder Hey
Lancashire & South Cumbria: System-Level Intelligence
The first application of Decision Intelligence at ICB level across four acute trusts. Strasys analysed almost 4 billion data points spanning finance, quality, workforce, performance, and population disease burden to reveal where value is trapped across the system. The work identified at least 10% of acute spend as accessible trapped value.
Data Points Analysed
Acute Trusts Across System
"Strasys was working in a neighbouring system, and it was evident that their work had enabled the leaders to focus on changing the business model to meet population needs. A new way of thinking. We needed to get past the typical transactions and moving jigsaw pieces around. We had to unlock trapped value and drive change."
"The Strasys analysis was unlike any we have seen before, rightly considering, as an overarching principle, the health and care needs of the population we serve. The patient segmentation lens and looking at relative strengths of each Trust within the system has given us a new understanding of our patients' needs and our options to address them."
Martin Hodgson, Chair of the Provider Collaborative and CEO, East Lancashire Hospitals NHS Trust
4bn data points.
4 acute trusts.
System-level consumer segmentation revealing trapped value across an entire ICB footprint.
Mid Cheshire Hospitals NHS Foundation Trust
From district general hospital to integrated care organisation
Mid Cheshire: Reimagining the Hospital
A hospital trust under immense post-pandemic pressure. Through population segmentation and system dynamics, the board pivoted from a traditional DGH model to an integrated care organisation. The strategy was adopted as the Place strategy for the entire system.
Transformation Priorities
Strategy Adopted by System
"The innovative strategy, framed around system understanding and seeking to meet the needs of patients rather than the interests of the organisation, is what attracted me to apply for the CEO position."
"The most dramatic thing... moving to patient segments which look at the care we give rather than the traditional model has been quite revolutionary."
Murray Luckas, Medical Director
"This is the most different vision and strategy that I have seen in my career."
Russ Favager, CFO & Deputy CEO
