Memo to the c suite- you are not the main driver of changeFabio Mittelstaedt
Many executives still believe organization change should be driven from the top down. Others believe in the bottom up approach. But most successful change programs radiate neither from the top nor bottom of the organization, but from the center – from business unit leaders. From the top down business unit leaders translate the corporate vision into terms staffers can understand and embrace. From the bottom up they ensure teams below them are well led and have the resources to do their jobs. Successful change requires strong leadership at all levels. And what is the role of the C-suite in driving change? Be the catalyst...not the driver.
Being Digital, Fast-forward to the Right Digital Strategy Fabio Mittelstaedt
Do my Company have the right Digital Strategy? Is it compelling enough to beat my competitors? Or to conquer the new digital customers from millenniums to baby boomers? Competing in a world shaped by digital technologies requires a fundamentally different approach to how strategies are developed and executed. 55% of business leaders admit that they do not yet have an enterprise-level digital strategy to support their corporate strategy. But there is a difference between developing some digital capabilities or being a digital lead in your industry. Digital disrupts business strategy. Business leaders must consider a new strategic approach.
Value unchained - Digital Ecosystems: Use Digital Platforms to Transform Valu...Fabio Mittelstaedt
A few strategic questions should be asked when you think about Digital ecosystems: Are my products and services increasingly becoming contestable or obsolete? Why? How has my industry evolved over the years? How is revenue generated today?
Digital ecosystems open up new ways to reach customers, work with suppliers and unlock value. 81% of executives believe that platforms will reshape industries into interconnected ecosystems. It is imperative that Companies willing to remain competitive establish operating models that can best deliver value to highly sophisticated, digitally savvy customers.
Customers can‘t be Digitized. Has Digital reached its tipping point?Fabio Mittelstaedt
Digital innovation has been a game-changer for companies, but the real question is: do companies really understand what this new type of consumer want? 88% of customers use digital channels at some point in their experience. And only 36% believe digital channels are better than non-digital channels. So it is not about investing all your money in digital. You need a strategy behind and figure out the ideal customer journey that each different customer desire, with the best mix of digital and non-digital options that allows customers to pursue the experience they want at any given time. Customers can‘t be digitized. That means making customer experiences more, not less, human.
Memo to the c suite- you are not the main driver of changeFabio Mittelstaedt
Many executives still believe organization change should be driven from the top down. Others believe in the bottom up approach. But most successful change programs radiate neither from the top nor bottom of the organization, but from the center – from business unit leaders. From the top down business unit leaders translate the corporate vision into terms staffers can understand and embrace. From the bottom up they ensure teams below them are well led and have the resources to do their jobs. Successful change requires strong leadership at all levels. And what is the role of the C-suite in driving change? Be the catalyst...not the driver.
Being Digital, Fast-forward to the Right Digital Strategy Fabio Mittelstaedt
Do my Company have the right Digital Strategy? Is it compelling enough to beat my competitors? Or to conquer the new digital customers from millenniums to baby boomers? Competing in a world shaped by digital technologies requires a fundamentally different approach to how strategies are developed and executed. 55% of business leaders admit that they do not yet have an enterprise-level digital strategy to support their corporate strategy. But there is a difference between developing some digital capabilities or being a digital lead in your industry. Digital disrupts business strategy. Business leaders must consider a new strategic approach.
Value unchained - Digital Ecosystems: Use Digital Platforms to Transform Valu...Fabio Mittelstaedt
A few strategic questions should be asked when you think about Digital ecosystems: Are my products and services increasingly becoming contestable or obsolete? Why? How has my industry evolved over the years? How is revenue generated today?
Digital ecosystems open up new ways to reach customers, work with suppliers and unlock value. 81% of executives believe that platforms will reshape industries into interconnected ecosystems. It is imperative that Companies willing to remain competitive establish operating models that can best deliver value to highly sophisticated, digitally savvy customers.
Customers can‘t be Digitized. Has Digital reached its tipping point?Fabio Mittelstaedt
Digital innovation has been a game-changer for companies, but the real question is: do companies really understand what this new type of consumer want? 88% of customers use digital channels at some point in their experience. And only 36% believe digital channels are better than non-digital channels. So it is not about investing all your money in digital. You need a strategy behind and figure out the ideal customer journey that each different customer desire, with the best mix of digital and non-digital options that allows customers to pursue the experience they want at any given time. Customers can‘t be digitized. That means making customer experiences more, not less, human.
Digital Strategy in Banking: Thinking about the Customer Experience FirstFabio Mittelstaedt
Simple think is not enough anymore, you need to design think your new digital Bank. Re-invented services, different concepts and new business models. Rewired competition coming from digital garage start-ups from all over the world. And a completely reshaped customer experience in Banking designed from entrepreneurs and FinTech pioneers coming from all industries. All at remarkable speed. It’s safe to say that digital is disrupting banking, and not just unbundling products but building a new lifestyle and enhanced customer journey. So how can banks carry out the right digital strategy and an effective digital governance?
Banks should disrupt themselves and redefine their digital strategy for growth based on three imperatives for success:
1. Technology entrepreneur, to flex your platform with the mindset of a start-up;
2. Banking entrepreneur, to re-orient your business and drive an agile transformation;
3. Digital entrepreneur, to delight your customer with the perfect experience.
Digital Banking Customer 3.0: “What Changed in the Satisfaction and Loyalty i...Fabio Mittelstaedt
Fintech Startups are bringing new banking business models focused on simple and effective customer experience based on mobile and with lower fees. And traditional Banks are struggling to face these neo banking challengers by developing new internal digital capabilities or collaborating with Fintech and even buying them. But in this new Fintech hype scenario, how is the satisfaction and loyalty of banking customers?
Digital Strategy in Banking: Thinking about the Customer Experience FirstFabio Mittelstaedt
Simple think is not enough anymore, you need to design think your new digital Bank. Re-invented services, different concepts and new business models. Rewired competition coming from digital garage start-ups from all over the world. And a completely reshaped customer experience in Banking designed from entrepreneurs and FinTech pioneers coming from all industries. All at remarkable speed. It’s safe to say that digital is disrupting banking, and not just unbundling products but building a new lifestyle and enhanced customer journey. So how can banks carry out the right digital strategy and an effective digital governance?
Banks should disrupt themselves and redefine their digital strategy for growth based on three imperatives for success:
1. Technology entrepreneur, to flex your platform with the mindset of a start-up;
2. Banking entrepreneur, to re-orient your business and drive an agile transformation;
3. Digital entrepreneur, to delight your customer with the perfect experience.
Digital Banking Customer 3.0: “What Changed in the Satisfaction and Loyalty i...Fabio Mittelstaedt
Fintech Startups are bringing new banking business models focused on simple and effective customer experience based on mobile and with lower fees. And traditional Banks are struggling to face these neo banking challengers by developing new internal digital capabilities or collaborating with Fintech and even buying them. But in this new Fintech hype scenario, how is the satisfaction and loyalty of banking customers?
Módulo III, Tema 9: Parásitos Oportunistas y Parasitosis EmergentesDiana I. Graterol R.
Universidad de Carabobo - Facultad de Ciencias de la Salud sede Carabobo - Bioanálisis. Parasitología. Módulo III, Tema 9: Parásitos Oportunistas y Parasitosis Emergentes.
En el marco de la Sexta Cumbre Ministerial Mundial sobre Seguridad del Paciente celebrada en Santiago de Chile en el mes de abril de 2024 se ha dado a conocer la primera Carta de Derechos de Seguridad de Paciente, a nivel mundial, a iniciativa de la Organización Mundial de la Salud (OMS).
Los objetivos del nuevo documento pasan por los siguientes aspectos clave: afirmar la seguridad del paciente como un derecho fundamental del paciente, para todos, en todas partes; identificar los derechos clave de seguridad del paciente que los trabajadores de salud y los líderes sanitarios deben defender para planificar, diseñar y prestar servicios de salud seguros; promover una cultura de seguridad, equidad, transparencia y rendición de cuentas dentro de los sistemas de salud; empoderar a los pacientes para que participen activamente en su propia atención como socios y para hacer valer su derecho a una atención segura; apoyar el desarrollo e implementación de políticas, procedimientos y mejores prácticas que fortalezcan la seguridad del paciente; y reconocer la seguridad del paciente como un componente integral del derecho a la salud; proporcionar orientación sobre la interacción entre el paciente y el sistema de salud en todo el espectro de servicios de salud, incluidos los cuidados de promoción, protección, prevención, curación, rehabilitación y paliativos; reconocer la importancia de involucrar y empoderar a las familias y los cuidadores en los procesos de atención médica y los sistemas de salud a nivel nacional, subnacional y comunitario.
Y ello porque la seguridad del paciente responde al primer principio fundamental de la atención sanitaria: “No hacer daño” (Primum non nocere). Y esto enlaza con la importancia de la prevención cuaternaria, pues cabe no olvidar que uno de los principales agentes de daño somos los propios profesionales sanitarios, por lo que hay que prevenirse del exceso de diagnóstico, tratamiento y prevención sanitaria.
Compartimos el documento abajo, estos son los 10 derechos fundamentales de seguridad del paciente descritos en la Carta:
1. Atención oportuna, eficaz y adecuada
2. Procesos y prácticas seguras de atención de salud
3. Trabajadores de salud calificados y competentes
4. Productos médicos seguros y su uso seguro y racional
5. Instalaciones de atención médica seguras y protegidas
6. Dignidad, respeto, no discriminación, privacidad y confidencialidad
7. Información, educación y toma de decisiones apoyada
8. Acceder a registros médicos
9. Ser escuchado y resolución justa
10. Compromiso del paciente y la familia
Que así sea. Y el compromiso pase del escrito a la realidad.
Presentació de Isaac Sánchez Figueras, Yolanda Gómez Otero, Mª Carmen Domingo González, Jessica Carles Sanz i Mireia Macho Segura, infermers i infermeres de Badalona Serveis Assistencials, a la Jornada de celebració del Dia Internacional de les Infermeres, celebrada a Badalona el 14 de maig de 2024.
