The three numbers a board should ask growth for
Which three numbers a hospital group’s board should hold growth to each quarter, how to defend them when they move, what they hide, and how to stop the pack regrowing.
hospital group
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The engineer’s lens in a clinical organisation
Where systems thinking, measurement and process help a hospital group’s growth function, where a hospital stops behaving like a system, and what an engineer must learn about judgement.
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The board pack from digital and growth: the two pages that get read
How to structure the quarterly board paper from digital and growth, which metrics survive, what to leave out, how to show risk, and why it is not a marketing report.
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Succession inside a growth and digital function
The hybrid roles a hospital group’s growth function cannot survive without, how to grow product and data talent inside a hospital, and how to make yourself replaceable.
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Sitting on a subsidiary board as a growth operator
What a board seat on a hospital group’s digital subsidiary actually asks of an operator: oversight not execution, related-party and data scrutiny, and the questions worth repeating.
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From digital head to growth leader: what I had to unlearn
A candid account of the habits a digital head has to give up to own growth in a hospital group: campaigns, channels, vanity metrics, building, and defending your own function.
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Unit head versus group: designing the growth operating model
Who owns the site, the listings, the CRM and the contact centre in a multi-unit hospital group, the service levels each way, the budget split, and how both extremes fail.