Resources

Leaders often tell us that they are dealing with what can sometimes feel like unprecedented complexity and a heap of competing demands to manage, with precious little time to process and think through how best to take their team or organisation forward. 

Innovation in health and care is inherently complex and challenging. It requires alignment of information, attention and investment across multiple sectors from government, academia and science, health and care service delivery, and private sector providers, across domains such as estate, digital, technology and workforce.

Essex County Council embarked on an ambitious strategy to enhance opportunities for communities and cohorts across the county, aligning with the central government’s ‘levelling up’ policy and funding.

Across the diverse communities of Wessex, healthcare leaders recognized the immense potential of harnessing the region’s research and innovation capabilities to drive improvements in health and care.

Navigating strategy in complex systems is a daunting task that requires a nuanced understanding of the intricate dynamics at play.

In this series, we’re exploring how we hold the tension between “where on earth are we going” and “just do something”.

Let’s follow our theme of uncertainty and scenario planning a little further. Like our own Century, the 20th Century was birthed in volatility and spectacular innovation and soon descended into war.

In my last one-minute read, I set out why I believe strategy development is as critical today as ever.

We know powerful visions unleash organisational creativity and energy.

A global pharmaceutical company dedicated to enhancing human and animal health initiated a strategic journey at their Global Supply Animal Health site in France.

A global petcare company, well-known for its pet food brands, diversified through acquisitions and structured itself into a head office and five semi-autonomous, multi-billion dollar divisions.

Already an industry leader in customer service, Skipton Direct – the customer facing arm of the society – had initiated a strategic planning and operational improvement programme to ensure that it remained fit for the future.

Tricordant were engaged by a major Government Arm’s Length Body to facilitate the Senior Management Team to develop, at pace, a strategy for Ministerial approval.