Foresight, she explained, asks us to put our minds 20 years into the future, ask “what’s plausible?” and then determine how to prepare for that future.
She then discussed four key forces that will influence the future—resources, technology, demographics and governance—and how they may impact health care.
“Things that are rule-based and linear can be roboticized. What will be left are things that only humans can do: compassion, bedside manner, innovation.”
For example, technology will always outpace our comfort with it. “Things that are rule-based and linear can be robotiziced,” she said. “What will be left are things that only humans can do: compassion, bedside manner, innovation.”
Other forces include changing family structures, the shrinking middle class and pressure to reduce health care costs and increase patient (and practitioner) satisfaction.
In light of those forces, strategic foresight comes not from asking how to do our current work differently, but asking why we do it in the first place – and creating our future from there.
Opportunities Conference: Building the Foundation
Approximately 65 DFMCH faculty and staff met in early June for a day-long opportunities conference designed to strengthen the foundation of the department’s emerging strategic plan.
“Today is an opportunity to give the strategic plan the best chance for implementation.”
Mercedes Alonso from The Napier Group facilitated small-group sessions in which participants generated concrete solutions for organizational challenges.
Alonso also shared common themes that emerged from earlier surveys, including wellness and resiliency, teamwork, and recognition; participants voted on which themes were most important, and identified ways to address them in a future action plan.
Follow the entire strategic planning process here: https://inside.fammed.wisc.edu/strategic-planning
Published: July 2015