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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?
Two months into his challenge to bring down waiting times at Rotherham General Hospital and the businessman's task isn't getting any easier. Tensions between the consultants and hospital management reach boiling point, leaving him to confront the chief executive about the problems.
Gerry Robinson is rapidly running out of time. His belief that any organisation big or small can be made to run well has been tested to the limit. With only weeks left to meet his target of reducing waiting lists at Rotherham General Hospital, Sir Gerry struggles to convince the chief executive that his leadership on the shop floor can make a difference.
