Things I learnt this week

Written by Vivienne Corcoran Friday, 19 September 2014 16:52

This week I learnt:

  • given encouragement and advice, a team of non-marketing professionals can get a lot of marketing stuff done
  • marketing is not therapy.  If your product or service does not work, you need to fix it before you market it
  • the way you plan to close down an organisation can improve what comes next
  • TAFEs are great things doing great work, they help people who want to DO things to flourish
  • the truth may be scary, but it shines a clear light on what needs to be done.



What does your marketing structure look like?

Written by Vivienne Corcoran Monday, 18 August 2014 14:34

Interesting research from HBR suggests that marketing is changing much faster than marketing structures.  Read here.  Is this you?


Things I learnt this week

Written by Vivienne Corcoran Friday, 15 August 2014 15:36

Sometimes even a beautiful plan should be replaced with an action list - short and to the point.

CRM is a culture and process not a technology.

Excel spreadsheets work better than more complicated things because people know how to use them.

If you help someone, it feels good, no payback needed.

There is a space in Thursday afternoons when nothing happens no matter how hard you try.

If you ask a client and listen to the answer you will learn something.



Clinical Governance

Written by Vivienne Corcoran Tuesday, 29 July 2014 16:39

Excellent workshop on Clinical Governance by the AICD at Russell Kennedy this morning, great attendees, great discussion.  Key take aways for me:

  • clinical governance and corporate governance need to be aligned
  • start each Board meeting with a patient story to keep it focused
  • need to have a clinical governance/quality of care committee of the Board.  This needs to have contributions from management, clinicians and consumers.
  • Data needs to be not just reviewed but analysed.  Decide on a set of KPIS, a key few of which may be reported to every meeting (eg incidents, complaints, hygiene etc), the others of which may be reported to other meetings thoughout the year.
  • all reporting needs to include both qualitative and quantitative input.
  • clinical governance may report into but should not be included in, audit and risk (not sure I agree with that, I think it should report directly)
  • staff need to be encouraged to report things they see or hear that they think are not just wrong, but perhaps unusual or counter cultural
  • need to look not just at incidents on their own but in groups and batches to identify and understand trends
  • professional registrations should be checked every year and it made a condition of employment/hiring that the organisation be informed of any conditions or changes.

Excellent research from the University of Melboure indicated that 3% of doctors account for 49% of complaints.  For every single formal complaint, there may be as many as 24 issues that have not come to a formal complaint.  Once a complaint is made you need to investigate whether there have been other issues/grumbles that have not come to light.  The vast majority of healthcare provider board members think their service provides a superior quality of healthcare to others.  They cannot all be right, and without benchmarking, you will never know.

Michale Gorton from Russell Kenney ran some excellent hypotheticals highlighting the need for good solid escalation policies covering both internal and external communication policies and processes.  Reputational Risk should be one of the major areas covered by the risk committee (wherever it sits).






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