A future-proof network strategy
The healthcare network is currently going through a period of transition and renewal. Vervotte adds: “Since the network’s founding in 1998, a lot of older employees and managers have passed on the torch to a new generation of healthcare professionals. Getting these new members involved in our decision making and engaging them to support the network is the key to a healthy future.” This was the main reason Emmaüs started the journey to redefine their corporate strategy. The network wanted to start a dialogue with its members about their individual purpose in the healthcare group and the shared values and common dynamics of Emmaüs. “Since I had previously participated in several strategic sessions where delaware was also present,” Vervotte mentions, “I knew how they worked and was convinced they could help us.”
In preparation of the yearly 2-day offsite with the executives of the affiliated healthcare institutions, Emmaüs and delaware created a task force to map out the differences and similarities between the members, tackle challenges in each sector and form a shared vision of the future. Vervotte: “In my opinion, it is crucial to make the distinct characteristics of our institutions tangible. It is the only way to prevent perceived similarities or differences from standing in the way of a strong collaboration.” Geert Scheipers, partner at delaware, agrees: “It’s always a good starting point to make everyone’s position clear at the start of such a strategic exercise, especially when the background of each participating institution is so different. This forms a solid basis to apply our sound strategy management methodology and come to a clear and compelling vision for the future.” The working group, consisting of representatives from every healthcare sector within the network, collected opinions from members on a broad range of topics through an online survey and set the framework for the strategic exercise.