What was good got us here. What we need now is something different. It’s up to us to make that happen.
There’s a scary but important reality everyone in our industry needs to acknowledge right now.
What got us here won’t get us there.
The landscape has transformed and is still transforming. Unpredictable global events, fluctuating markets, stricter reimbursement rules, and new ways of delivering care mean yesterday’s solutions won’t drive tomorrow’s success.
We’re at a crossroads, and getting ahead requires a different focus to the last few years. One that involves influencing, taking people on the journey, demonstrating resilience, and telling the story that moves the organisation forward.
And most importantly, instead of resisting change, it’s about making the future happen the way you want it to.
Moving forward
We can’t go over it.
We can’t go under it.
Oh no!
We’ve got to go through it!
Source: We’re Going on a Bear Hunt by Michael Rosen
Many of us have probably read this classic tale of resilience with our children. Yet the lessons that we teach to our children are the ones leaders often need to take on board ourselves.
Talking about this new reality with people can be interesting, as it brings up a whole host of emotions from defensiveness to fear. The best way to tackle it is to take that emotion out of the equation.
For example, look at the statement that leaders, executives and boards need to change how they do things. This isn’t about blaming executives or boards; it’s not about saying anyone has done anything wrong. The environment has simply shifted.
If we start by acknowledging what’s worked – the past decisions and strategies brought us to this point – then we can begin to move forward.
Another common reaction to change and turmoil is resistance, or just as bad, inertia. This is a dangerous path, because it closes us to future possibilities. Our industry has evolved countless times before and will countless times again. If we can shift our mindset to embracing this natural evolution, then it opens so many doors.
To put it bluntly, there are two possible reactions – be a whinger or become an innovator. We can all guess which one will be in the best position in the future.
So instead of panicking, or blaming everyone or everything else, we have to look at what we can do. Who can we influence? And how can we take others on the journey with us?
Here are some examples.
To close the growing innovation gap in life sciences, EY[1] argues that organisations must move beyond internal R&D and embrace broader ecosystems of alliances, platforms, and shared-value models. Their analysis shows that companies with mature ecosystem strategies achieve significantly higher growth and cost reduction.
EY advises Life Sciences executives to act now, building agile ecosystems that support both alliances and M&A, including early-stage partnerships to capture innovation momentum, while continuing disciplined M&A to replenish the pipeline rather than relying solely on internal discovery.
Other examples include research-intensive firms such as Bayer[2] combining an R&D innovation strategy with traditional product innovation to drive short- and long-term value, and Novartis[3] leveraging a multi-cloud data analytics platform to optimise operations and accelerate innovation.
[1] https://www.ey.com/en_my/insights/life-sciences/how-ecosystems-can-help-fill-the-life-sciences-innovation-gap
[2] https://www.accenture.com/au-en/case-studies/life-sciences/reimagining-medicine-through-data-led-transformation
[3] https://pubmed.ncbi.nlm.nih.gov/40057114/
What can you do to move the dial 1%?
With this in mind, it’s important to ask yourself: what’s one thing you can do to make an impact? Wherever you sit in an organisation, from executive, manager, or individual contributor, small, deliberate actions can move the dial, helping the business grow and operate more efficiently.
Imagine if you could think of a way to improve things by just 1%. Then think about the impact you’d have.
A multiple‐case study[1] of four acute care hospitals in Germany shows middle managers play a crucial role in shaping frontline innovation identity; when staff see themselves as creators of ideas, idea generation increases. The takeaway is clear: consistent, incremental actions like encouraging a team, improving a process, or asking a new question can drive meaningful results and create the conditions for others to act and innovate.
Instead of feeling stuck because of external factors, focus on what you can influence internally and externally.
[1] https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4962698
Remaining relevant as a leader
In complex, fast-changing environments, relevance is everything: what mattered last year, or even six months ago, may no longer hold weight. Leaders must continually ask: what matters to customers, payers, partners, and the market today? How can I continue to make an impact?
A 2024 scoping review[1] examined the roles and competencies required for healthcare leaders in the context of emerging challenges such as disruptive technologies, ageing populations, and workforce burnout. The research highlights four key areas for effectiveness: innovation and adaptability, collaboration and trust-building, self-awareness and growth, and a focus on patients and communities. The authors conclude that leadership should be seen not as a fixed set of roles, but as the pursuit of broad goals: fostering collaboration, building organisational capacity, and continuously innovating to improve outcomes.
Ultimately, effective leaders act as pioneers, experimenting, learning, and adapting. They shape outcomes rather than being shaped by circumstances, influence others, and take people on the journey while staying close to the day-to-day realities of the business.
Even small, consistent contributions can ripple out to create meaningful change and sustainable performance. In the end, it comes down to a choice: in the face of challenge and change, will you be a whinger, resisting or complaining about what you cannot control, or an innovator, taking deliberate actions to shape the future?
If you’d like to discuss any themes raised in this article, please contact us at Hunton Executive.
[1] https://bmcmededuc.biomedcentral.com/articles/10.1186/s12909-024-05689-4?utm_source=chatgpt.com
About Hunton Executive
Hunton Executive partners with healthcare and life sciences organisations to identify, develop, and appoint the next generation of leaders. We have a strong pool of top leadership talent across critical markets including Asia, Middle East, Australia, Europe and the US. Contact us for a confidential chat.