The other will be much hand wringing about supposed inefficiency. So let me be clear: it does exist. It is an issue. I accept that.
But let’s not for a minute confuse the two issues. I am not an expert in addressing a culture of bullying. But I do know something about markets, quasi-markets and organisation structures and what I can say, beyond a shadow of a doubt, is that if there are buying and other management inefficiencies in the NHS then they can be blamed fairly and squarely at successive governments who have thought that introducing market practices would help its efficiency.
They were wrong. Markets do not drive everyone to efficiency, especially when NHS organisations cannot, ultimately, fail. All they can do is create division.
Certainly a stirring announcement of theory. But how does it stack up against reality?
NHS Scotland, NHS Wales and NHS England are different organisations. The third has, in recent years, had rather more market practices introduced into it than the first two. And the third has improved in productivity over that time period more than the first two.
It would seem that the theory fails when tested against the real world.