Business guru Gerry Robinson believes that any organisation can be made to run well. But can he apply his no-nonsense theory to the complex working practices of the NHS? In an attempt to prove his point he takes on the task of reducing waiting times at Rotherham General Hospital in only six months. But do staff really know who is in charge? And why are there several empty operating theatres?
| Name | Type | Role | |
|---|---|---|---|
| Daniel Barry | Director |