The Day Job…
The company I work for is in the final transition stage from “start up” to “fast growing medium sized organisation”. It has been a tremendously successful few years, with the company growing from 10-20 patients per day in one small Outpatient & Diagnostic Treatment Centre (ODTC), to now seeing in excess of 200 outpatients per day across two ODTC’s, and up to 25 same day surgeries in a specialist built Ambulatory Surgical Centre (ASC). The organisation also partners with a local specialist hospital to field all complex non same day surgery volume.
The ASC has been open for one year, with lots of lessons learnt during this period. A year later now the centre is well established and operating well, inefficiencies have crept in, and lack of cost control. The impact has been much lower profit margins than budgeted. A detailed turnaround project is now required, in effect to “start from scratch” in terms of determining what is required to run an efficient, established ASC. This will understandably take a significant amount of management time to undertake.
At the same time, the organisation is continuing to expand. A new ODTC location has been identified and approved, and construction is about to commence. This project will require significant project management.
Secondly, the organisation is about to expand internationally and partner with an organisation to open a new hospital overseas. This is a huge project, and one which needs in depth project management to ensure implementation is a success, which is of major importance to the brand.
As a small organisation, all of the above fall under my remit. How do leaders effectively juggle the day job (which is currently in need of additional management support) and ensuring new business developments are implemented successfully, without adding unnecessary additional workforce or costs into the business?
Having done the usual restructuring, hiring of effective leaders etc, resources are still stretched. Sadly, according to the recent staff survey, staff are beginning to feel less valued, and less part of the company’s vision for the future.