The pace of change on the outside must be at least met by the pace of change on the inside not to be going backwards.

Or as famously stated by Jack Welch, CEO of GE during a period of significant change and development:

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

 In times of accelerated and dynamic change in our environment, this means we must change from work patterns which matched less turbulent times. 

McKinsey captures the big picture of our current situation saying COVID-19 has caused the Great Amplification, where the factors that were previously just starting to separate the best businesses from the laggards – great technology, asset-lite business models, a global outlook, a systemised approach to dealmaking – have become even more powerful.

The emphasis is on the need for speed and flexibility. They use the analogy of two people running away from a bear – a 10 per cent health difference can quickly become a 100 per cent difference.

Looking at the Great Amplification from a Health & Age Care perspective there are well known strategic issues. Many have been the fodder of reports and conferences over the last decade.

• A system weighted to acute treatment rather than quality of life, prevention, and chronic condition management.
• A system that is economically unviable given ageing demographic modelling and despite annual cost cutting efforts.
• A system that reverts to the perspectives of its parts when under pressure.
• A system saddled with legacy technology that fatigues clinicians and is nowhere near the service we experience in other aspects of our lives.
• A sector that is both brilliant examples of innovation and a noted laggard in industry comparisons.

Those experienced in the sector will readily add to this list.

There is also the harsh reality of the wider social and economic pressure which will be experienced across our society. The Health sector may feel relatively well funded in these immediate Covid19 response times however as implications flow from beyond the sector it is most likely that dynamics will disrupt previous operating models within and between segments of Health.

As transformation leaders rather than ‘As is’ operational leaders there is one key switch in priority to be aware of in our work each week.

Best summed up by the catchphrase:

“Work ON the system, not IN the system”

It starts by reflecting on where we use our time. 

The majority of leaders acknowledge the pull into the task work of keeping existing work going and that they have not got this mix where they would like it to be. 

Looking more closely at schedules and diaries we can start asking what can we:

• Stop?
• Start?
• Do Less?
• Do More?

The viability of all business models needs to be considered very thoughtfully. Working towards clarity and alignment as a team is critical in these times. 

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