Medical Malpractice for Healthcare Professionals
"If you always do what you have always done, you will always get that which you always got"
Organisations lack clarity of measurable goals and objectives, and lack imagination when it comes to defining their business differently. They often follow and react instead of leading, and global markets, competition and technology, are increasingly driving different value for consumers and businesses, creating a place called ‘the sea of mediocrity,' typified by "we stand for nothing and fall for everything".
This sees people and departments becoming survivalists not adventurers, and creating silo-based organisations, resulting in a ‘hot potato' syndrome - no one accepts responsibility, and no one is accountable. When these things happen, process and people become tactical – which does nothing for the strategic life of the business or its’ customers.
We have great measures through our financial systems, but against what shared goals, objectives and measures are these? How do they create intelligence and meaningful information upon which to make informed decisions? In essence, they lack a shared and well-understood future state and as such, measure everything and anything to justify their indefensible position.
Strategy, but more importantly an innovative and differentiated Strategy is important for today's businesses. Agility, efficiency, accuracy and availability of meaningful information, cost efficiencies and trustworthy, capable and competent people are critical within today's business, social, political and socio-economic environments.
Business and businesses are no longer the holders of the exclusive domain of future success; it has become interdependent with our societies, governments, welfare and NGO’s and is critical if any of these institutions are to thrive, they need to define their unique space in the plethora of available information, data, statistics and increasing competition that bombards us daily. The ability to take complexity and make it meaningful has got to in many ways, be enabled by intelligent business practices.
In terms of what businesses should be doing differently in light of Strategy, Albert Einstein summed it best when he said “insanity is doing the same thing over and over again, but expecting different results”. Organisations are too often reactive to changing socio-economic conditions and become ‘blame'-orientated. Strategic thinking adds the most value when a differentiated value proposition, a clear view of what success looks like and an organisation designed to meet this plan is in place.
Simply defined, if you have alignment to goals, measures and an execution of those plans driven by an appropriate culture, you can develop intelligent businesses to constantly measure and assess your progress and attainment of objectives.
I have found through experience, there is greater value in showing, rather than telling – out of the box thoughts, practical ideas and lessons from the mistakes made in the past, enable the development of concrete ideas upon which to think and act differently. It does not mean you are always right – but it opens up a healthy space for open, honest and transparent dialogue with businesses. I think principles and facts make better points of discussion than opinions and if you can create a business where these disciplines are valued, you create intelligent businesses.
NATMED has recently re-formulated their strategic outlook and plan as a result to build customer value drivers, differentiated platforms and innovative solutions for their growing client base.
Natmed Medical Defence (Pty) Ltd
Administration: 0860 NATMED (628 633)