Resources

Healthcare organizations feel stretched every day. Demand keeps rising, budgets stay tight, and staff feel the strain. Many teams work hard from morning to night, yet progress still feels slow. Leaders plan for the future, but daily pressure keeps pulling focus back.  As a result, people end up firefighting instead of improving care. This creates […]

As has already been alluded to in the Elegant Simplicity series, a vital dimension of designing and developing organisations for elegant simplicity includes attending to the cultural dimension and the extent to which ‘the ways things get done around here’ either explicitly or implicitly reward simplification or complexity.

Will your organisation’s Operating Model enable you to deliver your current operational and financial targets, whilst also making progress on your strategic ambitions to transform how and where care is provided? 

In times of rapid, complex change, it can feel almost impossible to slow down long enough to think clearly. Traditional rules and processes often fall short—they’re too rigid, too blunt, and too slow to keep pace with the realities we face. That’s why principles matter. Principles cut through noise and offer a steadying guide when certainty is scarce. They don’t give us easy answers, but they help us ask better questions, focus on what truly counts, and make decisions that stay aligned with purpose. In the midst of complexity, well‑crafted principles provide an elegant simplicity—helping leaders see the bigger picture, create clarity, and stay true to what matters most.

Boehringer Ingelheim UK faced a pivotal moment with its emerging product pipeline and the strategic “Pathway to 2035”. The existing supply chain model, needed to evolve into a more agile, customer centrict structure that empowers Supply Chain colleagues, and which supports both human and animal health markets. This transformation required not just structural adjustments but a fundamental shift towards deeper customer intimacy, faster market responsiveness, and being prepared for the integration of advanced technologies such as AI. The challenge was to design a UK Supply Chain organisation that could deliver these ambitions while maintaining operational excellence. 

At Tricordant, we believe simplicity is not a shortcut; it’s a discipline. It takes a lot of hard work to make something simple, which is challenging in a world desiring quick fixes and silver bullets. That hard work means understanding the underlying challenges and designing elegant solutions that enable both your people and the organisation to thrive.

At Tricordant, we believe simplicity is not a shortcut; it’s a discipline. It takes a lot of hard work to make something simple, which is challenging in a world desiring quick fixes and silver bullets. That hard work means understanding the underlying challenges and designing elegant solutions that enable both your people and the organisation to thrive.

Across many organisations, leaders find it difficult to say no, stop products or services, or let go of pet projects. The result is a lack of focus and a steady increase in organisational complexity.

Will your organisation’s Operating Model enable you to deliver your current operational and financial targets, whilst also making progress on your strategic ambitions to transform how and where care is provided? 

This Christmas, many leaders find themselves carrying the weight of unprecedented complexity. The demands on your organisation—and on you personally—have never been greater. It’s natural to feel the strain and to wonder how best to support your people through turbulent times.

As we approach Christmas, many of us in the organisation design and development community are acutely aware of the pressures our clients and colleagues face. The world feels more complex than ever 🌍, demands are rising, resources are stretched, and uncertainty is a constant companion. It’s easy to feel overwhelmed, or to wonder if our efforts to create healthy, high-performing organisations can truly make a difference.

We explore a hypothesis about what is routinely described as “resistance to change” in change and transformation programmes. We posit here that people do not resist change. Rather we argue that the
human condition makes us fundamentally averse to loss and resistant to being changed.