Change is a reality for every organisation. But few sectors experience it as comprehensively as the NHS. From restructuring and workforce pressures to digital transformation and long-term health planning, organisations are expected to adapt constantly while continuing to deliver high-quality care. 

At King’s College Hospital NHS Foundation Trust, apprenticeships are increasingly being used as a practical way to support staff through this change. Lovenne Brown, Apprenticeship Lead at the Trust, oversees more than 400 apprentices and works closely with teams navigating new roles, evolving skill requirements, and organisational transformation. 

 

The reality: Skills gaps, pressure, and time limitations 

When asked about the biggest challenges facing the workforce, Lovenne highlights the practical realities of delivering leadership development in a pressured environment, particularly when it comes to apprenticeships. 

 

“The biggest challenge would be the off-the-job learning. Staffing and resources are tight, so getting time away from your normal working day can be quite challenging—especially for clinical staff,” says Lovenne. 

 

Alongside this, there are wider structural challenges that many NHS employers will recognise: 

  • Hard-to-fill roles 
  • A growing focus on care in the community 
  • Digital transformation and data capability gaps 
  • Leadership and management skills, particularly around finance and project delivery 

 

“If you’re in a management position and you haven’t done a project before, or you haven’t had much to do with finance, apprenticeships can plug those knowledge gaps.”

Lovenne Brown, Apprenticeship Lead at King’s College Hospital NHS Foundation Trust

 

Supporting teams through restructuring and role change 

Restructuring often means people stepping into new responsibilities quickly. Lovenne explains how apprenticeships have been used to support staff moving into management and supervisory roles without prior experience. 

“There were departments going through a restructure where people were moving into management roles and hadn’t managed staff before. Apprenticeships help with that—rather than putting someone into a role without the skills, they’re learning while they’re doing the job.” 

This ability to learn on the job is central to the value of apprenticeships during periods of organisational change. 

 

Applying learning to real organisational priorities 

At King’s, apprenticeship learning is closely linked to real service challenges. 

This approach allows learning to be embedded directly into improvement work, supporting both individual development and organisational priorities at the same time. 

A new initiative will see the introduction of a Business Analyst Improvement Programme, blending structured training with live, real-world projects aimed at reducing Did Not Attend (DNA) rates, improving patient experience, and driving operational excellence across all KCH Care Groups. 

 

Encouraging new ways of working 

Beyond specific projects, Lovenne sees apprenticeships as a way to shift mindset and encourage innovation. 

“When you’re in a role for a long time, you can go into autopilot. Apprenticeships force people out of their comfort zone and encourage them to think differently about the way they work.” 

That change in perspective can be particularly valuable during periods of transformation. 

 

What changes do you see in your apprentices? 

Across business, management, and leadership programmes, Lovenne expects to see clear outcomes: 

“As a result of an apprenticeship, I expect to see improved efficiency, a broader skill set, and the ability to embed their learning straight back into the workplace.” 

 

Engagement, retention and career pathways 

During times of uncertainty, development opportunities can play a key role in keeping people engaged. 

“It’s about development and creating pathways and opportunities for people. Apprenticeships support people to maybe take a sideways step as well.” 

 

At King’s, apprenticeships are being embedded into a wider talent management strategy. 

 

“The intention is to embed apprenticeships within workforce plans so people can actually see where they can go and what their journey might look like.” 

Lovenne Brown

 

Advice for employers: Start with a plan 

For NHS leaders and employers considering apprenticeships as part of a change or transformation strategy, Lovenne’s advice is practical:

“You have to have a plan and create pathways for people so they can see how far they can get. You have to reach people from the ground up—not just focus on seniority.” 

She also recommends learning from others and understanding organisational needs. 

“Speak to other apprenticeship leads. See what other trusts are doing. Do a scoping exercise—look at skills gaps, what people want, and what they need.” 

 

A personal commitment to learning 

Alongside her work supporting apprentices across the Trust, Lovenne is also continuing her own learning journey. Having completed the level 3, and most recently a Level 6 Leadership apprenticeship, she has recently enrolled on the Level 7 Senior Leader Apprenticeship at Ashridge. 

“For me, the Level 6 was a real achievement. It definitely sowed the seed. It got me to think more strategically, and think about things like personal branding. I’m really interested now to see what else I can learn and do.” 

For Lovenne, continuing as an apprentice reflects the same principle she sees at work across the NHS: that development, when embedded in-role, can support both individual growth and organisational change. 

 

Looking ahead 

As the NHS continues to adapt to future workforce and service demands, Lovenne sees apprenticeships becoming increasingly important. 

 

“Apprenticeships are going to be very beneficial for transformation and for developing staff so they have the knowledge and skills to deliver high-quality care. They’re becoming a necessity to get the right skill set.”

Lovenne Brown