The unusually-titledHealthComputing 2005 (HC2005) conference turned out to be apposite in the event: thosewhohave beenworking in the health informatics environment over the last year or so will have many times felt as though they were trying to build sandcastles in a howling gale, while the shape of services (both healthcare and informatics) changed with what is coming to be the expected regularity. In primary care over the last few years, those changes have included service reconfiguration to encompass the impact of walk-in centres, out-of-hours services, NHS Direct and NHS Direct Online, Shifting the Balance of Power, the New GMS Contract, Agenda for Change, practice-based commissioning, and the National Programme for IT (now known as NHS Connecting for Health). The opening keynote speaker for the conference was then most appropriately chosen: Professor Nancy Lorenzi is internationally renowned for her expertise and publications on the management of change in the healthcare environment. Her address on transformational change reinforced the point known tomany but heeded by few that success is 80% dependent on the social and political environment, and only 20% on the hardware and software – somemight even argue that it should be 90% and 10%, respectively! She also pointed out that motivation can make even a poor system work effectively, but a perfect system will fail if the users are disempowered or unmotivated. And the introduction of IT cannot solve organisational problems alone. She proceeded to give some very practical advice on strategies for effecting successful change – none of which is new, but without which failure is inevitable: clear objectives must be set and communicated, and a strategic plan formulated; people at all levels must feel ownership of the plan; attention must be paid to the organisational culture (‘culture eats strategy for breakfast’) and how it supports (or not) the changes being implemented; develop leaders and champions for the change (not just those in traditional positions of power); be patient and resist false urgency; stay involved, keep communicating; evaluate; seek feedback (and act on it); plan ahead for the next phase of change. Dr Peter Homa, Chief Executive, St George’s Healthcare NHS Trust, followed with an inspiring and amusing talk on dealing with change; his most striking points for me were the need to have a shared purpose and broad objectives focused on improving patient care, the risks of automating inefficient and ineffective processes, and the necessity to empower skilled change agents. Further wisdom pointed out that a broad vision, not a detailed blueprint, would produce more flexible and effective change, as would the encouragement of strong lateral relations and networking across boundaries, together with commitment to individuals’ development, with a focus on skill not status. Again, the emphasis was on leadership styles, communication, and the importance of organisational culture and power. He used a number of notable quotations, some unattributed: