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INSEAD’s contribution to the healthcare sector is strengthened by its portfolio of MBA and Executive Education courses. The goal in this domain is to support current and future leaders in global healthcare organisations to develop new approaches and to innovate healthcare delivery activities so as to create measurable and sustainable improvements for patients. We deliver the following MBA and Executive Education courses focused on health across our three campuses in Europe, Asia and the Middle East.
Examples of past health leadership and innovation programmes
Since 1998, through its leadership and innovation programmes with INSEAD, Johnson & Johnson (J&J) Global Community Impact (GCI) has invested in almost 1500 senior healthcare leaders across EMEA. These programmes invited health leaders to embark into a learning journey of self-guided discovery to further develop their leadership and innovation capacity – realising their vital role in rethinking and transforming health systems.
Following are three successful programmes that were delivered in partnership with Johnson & Johnson Corporate Citizenship Trust. With great success, almost 1500 individuals over 20 years embarked on learning journeys to further develop their leadership and innovation capacity – realizing their vital role in rethinking and transforming health systems.
The Middle East Health Leadership Programme was designed to provide Middle East leaders with an educational experience that would equip them with concepts, tools, techniques and strategies to play significant leadership roles in the rapidly changing and extremely challenging world of health care. It brought together a group of participants from many countries and a variety of professional experiences and organisational affiliations in pursuit of a common objective – to learn together in a demanding and rigorous setting about new approaches to managing and leading in the health sector.
Previous participant profiles
Participants were high-potential individuals with at least 4 to 10 years’ management experience. Successful candidates were senior managers in healthcare organisations (excluding commercial healthcare suppliers) who had already demonstrated outstanding leadership qualities, who personally wished to advance and who were considered by their organisation as capable of occupying positions of increased responsibility in the future.
They came from a range of nationalities and backgrounds, including chief medical officers, heads of nursing, department heads, healthcare insurance providers and government policy makers. At minimum, a bachelor’s degree was required.
Innovating Health for Tomorrow was designed to equip participants to become more innovative – and to support those around them in becoming more innovative too. It seeked to develop not only an understanding of innovation but also a passion for creative thinking. Its two five-day modules drew on INSEAD’s long experience of teaching innovation to healthcare professionals, as well as the school’s diverse research on innovation. As well as encouraging participants to undertake a radical rethink of their services, the programme developed insights for improving the efficiency and effectiveness of existing health provision. It used experiential exercises to help participants access their own creative capacities and nurture collaborative skills.
Previous participant profiles
This programme was designed for a cross-section of professionals who could influence healthcare at a regional, national or local level. Most participants were expected to hold senior executive and/or entrepreneurial positions in organisations such as:
Public-sector providers of public, primary or acute care
Public-private partnerships in healthcare
NGOs focusing on healthcare (or community development where health plays a major role)
Private healthcare providers
Government healthcare insurance agencies, assessment departments or policy units
Professional medical or patient advocacy organisations
Participants not suitable for the programme included those who worked for: pharmaceutical or medical device companies; consulting firms in the health sector; and private, for-profit health insurance companies.
Participants typically had 5 to 10 years of management experience or more, had already demonstrated leadership and innovation qualities, and their organisations also considered them capable of holding positions of increased responsibility in the future. They were required strong command of the English language, which is language of instruction for all pedagogical materials.
Last but not least, participants were required to particpate in both modules, contributing constructively during modules, innovating between modules and sharing updates with other participants in a spirit of open-source innovation.
Strategic Innovation for Community Health was a novel programme for senior healthcare managers working in the areas of primary care, chronic care pathways and community health. It was designed for people with medical, nursing, health education and public health backgrounds whose management responsibilities had increased significantly and who were faced with the challenge of developing new models of care for healthcare service design and delivery.
Previous participant profiles
Strategic Innovation for Community Health (STICH) was designed for leaders in primary care, public health or chronic disease care. Successful candidates were trained as doctors, nurses, health educators or other health professionals but subsequently became senior or high-potential managers in health care delivery organisations in the Middle East.
Participants were typically:
Senior or high-potential managers in healthcare services
Had 3-8 years of management experience
Recognised to be capable of occupying positions of increased responsibility, particularly with respect to innovation.
Participants typically held the titles such as Public Health Strategy Development Officer; Director of Nursing; Director of Primary Care; Senior Regional Officer of Public Health; Senior Specialist of Family Medicine; District Director or Director, Primary Care.
Middle-East Health Leadership Programme
I took a look [at the programme] and thought ‘Wow!’ It seemed to be the perfect blend between business and healthcare. So, I enrolled to improve myself and my knowledge.
Khalil Abdel Khalek
CEO, Tabibi247, Cairo, Egypt
It gave me additional wisdom and knowledge to use in my career. When you reflect and change your way of doing business it becomes a habit. I’ve become the voice of wisdom to colleagues who come to me to seek advice. They trust my opinion.
Laila Abdel Wareth, MBBCH, FCAP, FRCPC, EMHCA
Chief Clinical Pathology, Medical, Pathology & Laboratory Medicine Institute, Cleveland Clinic Abu Dhabi
Innovating Health for Tomorrow
Learning about the bigger picture and acquiring new tools and techniques helped me in furthering my projects. At the same time, the Innovating Health for Tomorrow programme helped me stay focused on my goals, always having the tangible business model in mind.
Senior Advisor Health & Science, Burson-Marsteller Switzerland
My Innovating Health for Tomorrow experience was an eye opening one. I was exposed to ideas, which sitting in my office, I could never have dreamed of being exposed to. The programme allowed me to take time out of my regular schedule, reflect on my work and understand what is going on in the industry.
President, Community Eye Health & Info Systems, Sankara Eye Care, India
What the programme did, and what I took away, were strengthened pillars. I had conceptual knowledge of business models and canvases, but what I was missing was how to implement these.
CEO and Founder, MEDx eHealthCenter, The Netherlands
Thanks to all our activities, we are getting a reputation for being in the innovation space. People are hearing about what we are doing.
CEO, Access Health and Community, Australia
Can you transform healthcare when you have little budget and opposition from key stakeholders?
Nina Lahti and Stefan Vlachos
The Center for Innovation at Karolinska University Hospital, Sweden
An Innovating Health for Tomorrow Case Study on the Karolinska Heart Failure Day Care Clinic illustrates how Stefan Vlachos and Nina Lahti, past participants of Innovating Health for Tomorrow, took their learnings and applied them to drive innovation in the workplace.
Strategic Innovation for Community Health
The Strategic Innovation for Community Health programme helped give me a lot of confidence. Change and getting out of your comfort zone can be difficult to deal with, but the professors taught me change is not difficult. They emphasised that you don’t need to do it all over night. Rather, take small steps and change bit by bit. Think about where you want to go.
Dr. Sindisiwe Van Zyl
Zuzimpilo Pulse Clinic, Johannesburg Area, South Africa
In order to change the status quo, you have to step out and ask how you can change the experience for all those involved.
Network General Manager, Unjani Clinics NPC, South Africa
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