In these times, as we begin to reflect on the year that is ending and plan for the one ahead, it is good to pause our “busy schedule,” and that of our teams.
This brings to mind the lines from a book that read:
Everything in its own time.
There is a season for everything,
a time for every activity under heaven.
A time to be born and a time to die.
A time to plant and a time to harvest.
A time to die and a time to heal.
A time to tear down and a time to build up.
A time to cry and a time to laugh.
A time to grieve and a time to dance.
A time to scatter stones and a time to gather them.
A time to embrace and a time to refrain from embracing.
A time to search and a time to give up.
A time to keep and a time to throw away.
A time to tear and a time to mend.
A time to be silent and a time to speak.
A time to love and a time to hate.
A time for war and a time for peace.
And here is where our leadership enters a complex phase. Despite a challenging year, as we look back at the achievements in the hospital industry, the pieces have shifted toward very positive outcomes, generally speaking, while navigating increasingly difficult circumstances in our environment. However, now is the time to look ahead and analyze the external and internal variables we will face as we “attempt” to plan strategically to achieve our goals, always grounded in our vision, mission, and values.
I recently spoke with a good friend, a senior executive in Mexico’s hospital sector, and we agreed that next year presents a complicated outlook. Yet, wherever there is a problem, there is also an opportunity — and that is where executives make a difference.
Among the factors we analyzed to build an outlook for the coming year were, on the one hand, the changes in the fiscal contribution required from insurance companies. This represents a new “expense” that has not existed historically and will likely increase insurance premiums that are already out of reach for much of the population, and that could result in a decrease in the insured population nationwide. Additionally, there is growing legislative activity aimed at curbing “abuses” by insurers, physicians, and hospitals, suggesting a dense environment that does not contribute to addressing the sector’s real problems.
On the other hand, rising supply costs will need to be addressed at the political, legislative, and regulatory levels. This brings to the forefront the issue of supplier and distributor companies. Similarly, the commissions paid to the insurance companies’ salesforces (third parties) must also be reviewed as these are among the elements that should be included when evaluating the industry’s value chain.
Lastly, we cannot overlook the growing interest the sector has sparked among national and international investors, often without fully understanding the modus operandi of this complex industry. Hospitals operate 24 hours a day, 365 days a year, where any adverse event can cost lives. Our associates are highly trained professionals, and physicians often have an entrepreneurial spirit that makes relationships more complex. Not to mention the fast-paced technological escalation that demands continuous updates and investments to stay current.
The Importance of Leadership Amid Uncertainty
As a reflection, in every difficult situation there is an opportunity, and this time is no exception. Here we must highlight one of a leader’s most important traits: the ability to discern the times we are living in. This is easy when we have reliable, timely data to make sound decisions. The real challenge arises when decisions must be made with insufficient or unreliable data. That is when the true value of a strong leader or CEO becomes evident because the ability to discern the right timing and course of action in an environment of great uncertainty is what guides the organization to success. This ability stems from — among other things — experience, composure, and risk assessment: qualities that are increasingly rare.
It is also important to remember concepts such as: “If we want different results, we cannot keep doing the same things — we must do things differently,” and “Adaptation is the rule in times when change is the norm.” One of the paths we have found in moments like these is interinstitutional and intrainstitutional collaboration. We must act with maturity, work together, and seek creative solutions. There are countless areas where we are not competitors, and we must embrace the strength that cooperation brings. When we work together, our collective strength grows exponentially.
I will conclude by emphasizing that these are not easy times, but they are not impossible to overcome. Leadership and professional cooperation, combined with innovation and creativity, will help us navigate what lies ahead. Let us remember that when the sea is calm and the wind is favorable, any sailor can be a captain. But in times of storms and rough waters, that is when the true captains are revealed. The times we are living in call for teamwork, maturity, and also for laughter and enjoying the moment.
The same book I quoted at the beginning says:
What do people really gain from all their hard work? I have concluded that there is nothing better than to be happy and enjoy life while we can.
Let us build together a better and healthier Mexico.