- Programme: Developing Strategy for Value Creation
- Nationality: British
- Job Post-programme: Senior Policy Advisor Monitor
Rishi Hazarika enrolled in the Developing Strategy for Value Creation programme to help him complete the transition from NHS doctor to more senior leadership roles. He is currently in charge of a multimillion-pound project to establish a new children’s hospital.
As a trained surgeon, I don’t have a formal business
background. My current role is a new one within my
hospital. It is to develop a strategy with the ultimate
aim of getting a new children’s hospital up and
running by 2020. A lot of my day-to-day work focuses
on that goal – looking at how clinical activity could
increase, how the market and technology might
change, and of course, considering the financial
aspects that are involved. This was the only
programme I found that delivered really in-depth
content specifically focussed on strategy, innovation
and the management of resources.
Increase Value Offering
Using strategic frameworks in my industry is a
relatively new concept, but it is increasingly important
to understand how they can be applied in the
healthcare environment. One of the things that the
programme looks at in detail is competitor analysis.
Other industries have very strong business metrics
and find it comparatively easy to establish how their
markets are growing, or what their profit margin is to
competitors. In healthcare, these sorts of things are
much harder to quantify. The programme helped me
better assess the value that we are offering to our
patients. NHS organisations are unable to compete on
price, but we are able to examine the more intangible
things like, the culture of a hospital, how welcoming
our environment is and, ultimately, whether patients
are satisfied with the service they receive and the
quality of care given. All these factors are particularly
relevant as we design the new hospital.
The programme has also helped me analyse the
treatment of rare diseases in the UK, looking at how
policy is shaping service delivery and management.
With about 7,000 in existence, rare diseases are more
common than people think, but we only directly
create specialist services for around 10 of these.
Since the programme, I’ve been working on improving
the way we treat these diseases, crafting a highquality
service from scratch, while remaining within
tight financial parameters.
Developing a Lasting Legacy
Coming to London Business School was a chance to
benchmark my career and leadership against a wider
peer group outside of medicine. Thanks to the
experiences and input of colleagues from a number of
different sectors, I now have a robust level of
knowledge and a much greater ability to analyse
complex business problems. Establishing our new
hospital is a multifaceted and politically challenging
project, but successful completion will result in a
lasting legacy for children and young people.
Potentially the last bespoke children’s hospital in
England, it is a great venture to be involved in.