Managing Large Teams Keeping Performance Consistent at Scale
Visionaries of Tomorrow:
Chairman Bliss Healthcare, Lifecare Hospitals, Dinlas Pharma, and Fertility Point Kenya
Managing Business Risk Protecting Growth Without Breaking Momentum
A Man on a Noble Mission
Making African Healthcare Accessible and Affordable to Everybody
Inaneradefinedbyacceleratedchange,disruptive
innovation,andshiftingsocietalexpectations, leadershipisnolongermeasuredsolelybytitlesor achievements—itisassessedbyimpact.Theleaders shapingthefuturearethosewhothinkbeyondimmediate wins,whochallengeinheritedlimitations,andwho consistentlyconvertuncertaintyintoopportunity.Theyare notmerelyrespondingtotransformation;theyare architectingit.
Thisspecialedition,“VisionariesofTomorrow:Inspiring JourneysofTrailblazingLeaders,”isatributeto individualswhoembodythatrareintersectionofcourage, clarity,andconviction.Theseareleaderswhohavedaredto reimaginenormsacrossindustries,geographies,and communities.Theirjourneysreflectmorethanprofessional milestones;theyreflectresiliencethroughsetbacks, unwaveringdisciplineinthefaceofcomplexity,andthe abilitytocreatemeaningfulvaluewhereothersonlysee risk.
Withinthesepages,youwillencounterstoriesofpurposeful entrepreneurship,progressivecorporatestewardship,and
transformativethoughtleadership.Eachfeaturedvoice offersadistinctperspective—yetallshareacommon thread:thecommitmenttoelevatepeople,systems,and outcomes.Whetherpioneeringnewbusinessmodels, drivingdigitalrevolutions,reshapingworkplacecultures,or championingsustainabilityandinclusion,thesevisionaries setanewstandardforwhatleadershipmustlooklikeinthe yearsahead.
Atitscore,thiseditionisnotsimplyashowcase—itisa reminder Areminderthatextraordinaryleadershipbegins withextraordinaryintent.Thattomorrowbelongstothose willingtobuildtodaywithintegrity,imagination,andbold execution.
Asyouexploretheseinspiringjourneys,wehopeyou discovernotonlyadmiration—butinsight.Notonlysuccess stories—butlessonsinmindset,strategy,andpurposeful growth.Becausethefutureisnotpredictedbyobservers—it iscreatedbyvisionaries.
-Alaya Brown
A Man on a Noble Mission
Jayesh Saini
Making African Healthcare Accessible and Affordable to Everybody
INDUSTRY INSIGHTS
Managing Large Teams
Keeping Performance Consistent at Scale
INDUSTRY INSIGHTS
Managing Business Risk
Protecting Growth Without Breaking Momentum
Business
Business
VisionariesofTomorrow:InspiringJourneysofTrailblazingLeaders
JAYESH SAINI Chairman Bliss Healthcare, Lifecare Hospitals, Dinlas Pharma, and Fertility Point Kenya
Front Page
Inthedemandingnarrativeofglobalenterprise,true trailblazersarenotthosewhomerelyaccumulate wealth,butthosewhostrategicallyinvesttheirvision intosolvingsociety'smostprofoundchallenges.For hundredsofmillionsacrossthecontinent,therealcrisisis notdiseasebuttheunequalaccesstoqualityhealthcare.A silentcrisisthattouchesmillionsoflives.Steppingintothis vacuum,notasanobserverbutasaprimaryarchitectof change,isJayeshSaini,ChairmanofBlissHealthcare, LifecareHospitals,DinlasPharma,andFertilityPoint Kenya.
HearrivedontheAfricanhealthcarelandscapewitha profoundrecognition:world-classmedicalattentionwas oftenaluxury,confinedtocapitalcitiesorreservedforthe privilegedfew.Mr.Sainirejectsthisbinary.Hetooka singlecompellingbelief:“healthisahumanright,nota commodity,”andbuiltasprawling,verticallyintegrated medicalecosystemaimedatbreakingdownbarriersofcost anddistance.
Mr.Saini'sjourneyisthequintessentialstoryofavisionary leadercreatinganimpactbyintegratingthesupplychain. FromDinlasPharma(ensuringaffordable,qualitymedicine access)toBlissHealthcare(buildingoneofEastAfrica's largestnetworksofoutpatientclinics),andculminatingin thecriticalcareandsurgicalcapabilitiesofLifecare Hospitals,hehasmeticulouslyengineeredasolution.What isdescribedhereisn'tphilanthropy;it'sadisruptivestrategy throughscaleandefficiencytosimplydelivermedical excellencedirectlytotheunderserved,ofteninremote, ruralsettings.
Hisworkdemonstratesacommitmenttohealthacrossa rangeofservices,fromspecializedservicesdelivered throughFertilityPointKenyatoestablishinganadditional vertical,Care24/7.Mr.Sainihasbeenrecognizedasthe “VisionaryofTomorrow”onbothalocalandAfrican continentallevelbecauseheunderstoodthat,inadditionto buildinghospitals,amorepurpose-drivenpassionwas required.Notonlyhasheestablishedsuchacompassionate andcare-givingecosystem,buthehasalsobuiltastrong andreliablebridgetoahealthierfutureformillionsin Africa-anunprecedentedcontributionofaccess, affordability,andqualityonthecontinent.
Mr.Saini'sentirejourneyhasbeenguidedbyasingle compass:thevisiontomakehealthcareaccessibleand affordable.Herecognizedearlythattheproblemwasn'ta lackofmedicalqualityinAfrica,butitssevere concentrationinmajorcities,renderingitunattainablefor
middleandlower-incomefamilies.Hisgoalwastoreverse thatequation,ensuringthataccessbecametheprimary metricofsuccess.
“Thegoalwasn'tjusttobuildhospitals;itwastobuild access.”
Thiscommitmentdrovethedecentralizationstrategy: establishingoutpatientcentersclosertocommunities, supportedbyregionalhospitalsforcomplextreatments. Thismodelisunderpinnedbyaprofoundbelief:“apatient inKisumuorKakamegadeservesthesamelevelofcareas someoneinNairobi.”Affordabilitywasachievednaturally throughscale,localempowermentviaregionallysourced talent,andreducingimportdependency.Thisapproach provedthataccessibilityandqualitycancoexistwhen healthcareisbuiltaroundpeople,notprofits.
*TheLifecareGroup,underMr.Saini'sdirection,isa verticallyintegratedecosystemwhereeachentityplaysa distinctyetinterconnectedroleindeliveringcomprehensive healthsolutions.
*BlissHealthcareisthecommunitygateway,offering primaryandoutpatientcareacross40countiesthrough54 medicalcenters,poweredby1,100plushealthcare professionalsandservingover100,000patientsevery month.
“ Health is a fundamental human right, not a commodity. We wanted to build access, not just hospitals.
*LifecareHospitalsprovidesadvancedmultispecialtycare andsurgicalexcellence,supportedby7hospitalsand expanding,250,000pluspatientsserved,700plusbeds,and morethan45,000successfulsurgeries.
*DinlasPharmastrengthensthesysteminternallyby ensuringasteadysupplyofaffordable,high-quality,locally manufacturedmedicines.
*FertilityPointKenyablendsEuropeanexpertisewith compassionatelocalcare,completing5,000plusIVF cycles,achievingover3,000successfulpregnancies, maintaininga65percentsuccessrate,andsupporting7,000 plusclients
*TheLifecareFoundationfocusesonexpandinghealth access,fightingpoverty,andpromotingeducationforall, ensuringthatcommunityupliftmentremainscentraltothe Group'smission.
Together,thesefourpillars,prevention,treatment,medicine supply,andspecializedhopeformaself-sustaining ecosystemunifiedbythemissionofaccessible,affordable, andqualityhealthcare.
InnovationDrivenbyEmpathy:Reachingthe Underserved
BlissHealthcare,renownedforcreatingKenya'slargest outpatientnetwork,wasfoundedonasimple,yetpowerful idea:ifpatientscan'treachqualitycare,thenqualitycare mustreachthem.Thisbeliefinspiredmeaningful, disruptiveinnovations.
Telemedicineemergedasagame-changer,especiallyin ruralandsemi-urbanareas,allowingpatientstoconsult specialistsremotely,drasticallycuttingtraveltimeand costs.Equallytransformativeisthe'DawaNyumbani'home careprogram,whichensurespatientsreceiveprescribed medicinesandbasicservicesrightattheirdoorstep,a cruciallifelineforthosewithchronicconditionsormobility issues.
Mr.Sainiexplainsthatthegoalwasnevertousetechnology simplybecauseitexisted.“Ourinnovationswereguidedby empathy,notmachinery.Everystepwascreatedtomake healthcaremorehuman,moreaccessible,andmore dependableforeveryone.”
StrategicIntent:BuildingHospitalsWhereNeedis Greatest
WhenestablishingthesevenmultispecialtyLifecare Hospitals,Mr.Saini'sstrategytranscendedmere geographicalexpansion;itwasdrivenbyneed.
TheGrouprigorouslystudiedpatientreferralpatterns, regionaldiseaseburdens,andexistinghealthcaregapsto determinewheretheirpresencewouldyieldthegreatest impact.
ForcommunitiesincountieslikeMeru,Bungoma,and Migori,whichhadlargepopulationsbutlimitedaccessto secondaryortertiarycare,establishinglocalhospitals meantpatientsnolongerfacedtheburdenoftraveling hundredsofkilometerstoNairobi.
“Everylocationwaschosenwithintenttostrengthenlocal healthcareinfrastructure,createemployment,andensure thatqualitycareisnolongeraprivilegeofurbancenters butarightenjoyedbyeverycommunity.”
Thisstrategicplacementanchoringfacilitiesinunderserved areaswhilefocusingonlogistics,localemployment,and partnershipsisthepowerfulmechanismbehindtheGroup's decentralizedmodel.
DinlasPharma:FortifyingAfricanSelf-Reliance
ThecreationofDinlasPharmawasadirect,proactive responsetoacriticalvulnerabilityexposedduringthe pandemic:Africa'sover-relianceonimportedessential medicines.
“ A patient in Kisumu or Kakamega deserves the same level of care as someone in Nairobi. That model proved that accessibility and quality can coexist when you build healthcare around people, not prots.
Mr.Sainirecognizedthatwhenglobalsupplychainsstalled, localpatientssuffered,makingself-relianceanimperative.
Byinvestinginamodernmanufacturingfacilitywithin Nairobi'sExportProcessingZone(EPZ),DinlasPharmais producingawiderangeofaffordable,high-qualitydrugs locally Thisendeavordoesmorethanreduceimportcosts; itensurescontinuityofcareforhospitals,clinics,and pharmacies.
Thecompany'sfocusonmeetinginternationalstandards, includingpursuingEUGMPcertification,preparesitfor regionalexportsandglobalrecognition.Buttheultimate impactofDinlasisprofound:
“DinlasPharmaisacommitmenttoself-reliance.Itequips Africatoproduceitsownmedicines,buildjobslocally,and strengthenthehealthcarevaluechainfromtheinsideout.”
Mr.Saini'smotivationtoestablishFertilityPointKenya stemmedfromtheemotionalandfinancialtollfacedby EastAfricancouplesforcedtoseekexpensivetreatment abroad.Hewasmovedbythedesiretobringworld-class reproductivemedicineclosertohome.
Theventureachievedthisthroughacrucialaffiliationwith oneofEurope'sleadingfertilityproviders,grantingaccess toglobalexpertiseandadvancedtechnology.Thechallenge, however,wasmaintaininginternationalstandardswhile makingitlocallyaccessibleandaffordableformiddleincomefamilies.
“ThesuccessofFertilityPointKenyaisn'tonlymeasuredin clinicaloutcomes,it'sinthejoyanddignitywerestoreto coupleswhooncethoughtparenthoodwasbeyondtheir reach.”
Byfocusingonpatienteducation,emotionalsupport,and transparent,localizedcare,Mr.Sainisuccessfullyaddressed aneglectedmedicalneed,transformingthelandscapeof reproductivehealthintheregion.
Mr.SainiacknowledgesthathisexpansionacrossCentral andEastAfricawasacontinuouslessoninadaptingto diverseregulatoryframeworksandmarketrealities. “Navigatingthatdiversityhasbeenboththebiggest challengeandthegreatestteacher.”
Hisprimaryfocuswasensuringconsistentstandardsofcare acrossallfacilities,evenwhereinfrastructureorpolicy differed.Thiswasaddressedbysignificantinvestmentin training,digitalintegration,andrigorousinternalquality audits,guaranteeingthateveryfacility,whetherinamajor cityoraremotetown,deliveredthesamelevelof accountability
Crucially,hislong-termsuccesswasanchoredin communityengagement.
“Bybuildingtrustwithlocalleaders,regulators,and medicalassociations,webecamepartnersinhealthcare deliveryratherthanjustproviders.Thatcollaborative mindsetturnedbarriersintobridges.”
Thisstrategiccollaborationensuredsustainable,accepted growthacrossborders.
TheestablishmentoftheLifecareFoundationin2022 formalizedMr.Saini'slong-standingbeliefthat“business successmeanslittleifitdoesn'tupliftthecommunities aroundit.”TheFoundationfocusesonhealth,education, andpovertyalleviation,deliberatelyintegratingitsmission intotheGroup'sdailyoperations.
“ These innovations weren't driven by technology alone they were inspired by empathy. The future of healthcare here will be human-centered but digitally enabled.
ForMr.Saini,initiativeslikesponsoringcriticalsurgeries andconductingfreehealthcampsarenotmerecharity;they areacoreresponsibilitytoclosetheaccessgap.
“Byreinvestingaportionofourgroup'sresourcesinto communitywelfare,wecreateacircleofsustainability, wherecompassionfuelsgrowth,andgrowthenablesdeeper compassion.”
Thisstrategicphilanthropyultimatelystrengthenspublic healthoutcomes,ensuringthebusinessandthecommunity growintandem.
TheDigitallyEnabledFuture:ExtendingtheHuman Touch
AsapioneerinAfricanhealthcare,Mr.Sainihasaclear perspectiveontechnology'srole.Hebelievestechnologyis notmeanttoreplacethehumanelement,butto“extendit.” Inacontinentdefinedbyresourceanddistanceconstraints, toolslikeAI,telemedicine,andmobilehealthappsarevital forbridginglong-standinggaps.
TheLifecareGrouputilizesAI-drivendiagnosticsforearly detectionandusestelemedicinetoconnectruralpatients withspecialists,significantlyreducingwaittimesandtravel burdens.
“ThefutureofhealthcareinAfricawillbehuman-centered butdigitallyenabled,andwe'reproudtobeshapingthat balanceeveryday.”
Mr.Sainiensuresthatinnovationisalwaysused responsibly,inclusively,andwithempathy,simplifyingthe patientjourneyratherthanintimidatingit.Thecourageous, strategicpursuitofequitablehealthoutcomesacrossthe continentdefineshissaga.
Mr.SainiensuresthattheLifecareGroup'sexpansionisnot recklessbutdeliberate,guidedbyapotentmixof“need, feasibility,andlong-termimpact.”Theyrefusetoexpand forthesakeofmeregrowth;theyonlyentermarketswhere theycangenuinelystrengthenthehealthcarefabric.
Theprocessbeginswithrigorouslyidentifyinghealthcare gapsplaceswherespecializedcareisscarceorpreventive servicesareunderdeveloped.Onlythendotheyassesslocal factorslikeregulatoryreadinessandtalentavailability Crucially,theirmodelisneverimposed:
“Wetailorourmodeltofitthecommunityratherthan imposingaone-size-fits-allapproach.”
Thisflexibilityallowsthemtostartsmall,withoutpatient clinicstobuildtrust,beforeintroducinglargerhospital projects.Byprioritizingrespectforlocalcontext,Mr.Saini ensuresthatexpansionisbothsustainableandprofoundly impactfulovertime.
Recognizedasavisionaryoftomorrow,Mr.Sainioffersa single,non-negotiablelessonforemergingleadersinthe healthcaresector:“purposemustcomebeforeprofit.”He viewshealthcarenotmerelyasabusiness,butasamoral responsibility.
“Myjourneyhastaughtmethattrueleadershipisn'tabout buildingthebiggesthospitalorearningthehighestrevenue; it'sabouttouchingthemostlives.”
Hestressesthatwhilefinancialandregulatorychallenges areconstant,aclearintentandstrongpurposewillalways provideapathforward.Hestronglyurgesyoungleadersto stayclosetotheground,listentopatients,and“understand thehumansideofeverynumber.”Thisblendofvisionand empathyis,inhisview,theessentialFoundationthatwill sustainthenextgenerationofAfricanhealthcareleadership.
“
Purpose must come before prot. True leadership isn't about building the biggest hospital; it's about touching the most lives.
Mr.Sainiidentifiesthreekeytrendsthatwilldefine healthcaretransformationinCentralandEastAfricaover thenextdecade:
DigitalIntegration:Technologywillcontinuetoclosethe distancebetweenpatientsandprovidersthrough telemedicine,AI-drivendiagnostics,andmobilehealth platforms.
LocalManufacturing:Thecontinentismovingtoward healthcareindependence.Supply-chainresilienceandlocal production,alreadyspearheadedbyDinlasPharma,will becomeessential.
Community-BasedCare:Ashifttowardsmaller,smarter clinicsconnectedtoregionalhospitalswillensurethatcare isbothaccessibleandcontinuous.
TheLifecareGroupisinvestingheavilyinallthreeareas, drivenbyagoaltomovefromsimplytreatingillnessto buildingwellnessecosystems.Mr.Saini'svisionaffirmsthat thefutureofhealthcareinAfricaisabalance:“Thefuture ofhealthcarehereisn'tjustaboutinfrastructure;it'sabout inclusion,innovation,andintegrityworkingtogether.”
Themanagementofalargeteamisatotallydifferent ballgamecomparedtothatofasmallone.Inthe caseofsmallteams,theperformanceismainly throughcloseness—leaderscanbealmostwiththeteamall thetime,problemsarenoticedrightaway,communication isonapersonallevel,andeverybodyisonthesamepagein themostcasualway.
Whentheteamsizeincreases,thatclosenessisgone.The leaderispushedfartherawayfromthedailyroutine, decision-makingtendstobelayered,andthereis inconsistencyinperformanceacrossdifferentunits.
Atthesametime,thechallengeisnolongertoseparate individualmotivation.Itisaboutcreatingsystemsthatcan maintainperformanceatasimilarlevelthroughmany people,managers,anddifferentpartsthatareinmotion. Thetop-notchleadersdonotdependontheircharming personalityorhugeamountofconstantsupervision.They dependonasystem,clearguidelines,andadisciplined companyculture.
Largegroupscreatedifferencesinperformance.Thereis notonesinglewayofleadingeachmanager Theteams' understandingoftheobjectivesmaybedifferent.Quality
levelscanchange,messagescanbemisinterpreted,and responsibilitycanbesharedunevenly.
Thecompanystartstosufferfromthe“performance pockets”phenomenon—somegroupsareveryproductive whileothersarenot,notduetolessskilledemployeesbut becauseofdifferentdemandsandworkingpatterns.This variationturnsouttobeacostlyone.
Itimpactscustomersatisfaction,efficiencyofoperations, andmoraleofthestaff.Thesuggestionforleadersofbig teamsistoworkonthevariability.Itisnotmanagement thatbringsaboutuniformity;itistheclearunderstanding thatcomesalongwiththeuseoffamiliarsystems.
DefineClearStandardsThatDon'tDependon Interpretation
Clarityisthebedrockofconsistentperformance.Leaders, inlargeorganizations,cannotpresumethatpeopleare awareofthecharacteristicsofgoodperformance.They havetospellitoutindetail.Leaderswhoperformatthetop levelsetforthpreciseperformancebenchmarksintermsof results,actions,andquality.Theytellwhatvictorysignifies, whatthebestis,andwhatisnotallowed.These benchmarksshouldbesoeasythattheycanbememorized andused,butalsosodetailedthattheyeliminate uncertainty Withunambiguouscriteria,workersdonot requireregularcommands—theyadjustthemselves.
BuildaStrongMiddleLayerofLeadership
Managersarethemultipliersinbigteams.Aleaderisnot abletodirectlymanagehundredsofpeopleefficiently withouttheaidofmanagerswhomaintainthestandards, guidetheperformance,andsafeguardtheculture.This impliesthatleadersaretoveryheavilyinvestinmanager capability
Alargenumberoforganizationserrbyelevatingtheirtop performersintomanagementpositionswithoutbuildingup theirleadershipskills.Atlarge,thisleadstoinconsistency asthemanagershavedifferentviewsofleadership.The leaderswhoarestrongconsiderthedevelopmentofthe managerstobeastrategicpriority—trainthem,coachthem, andunitethemaroundthecommonexpectations.
Consistencyisthedaughterofrhythm.Structureisthe supportlargeteamsneed—aweeklymeetingforchecking
inanddiscussingperformance,reviewingandplanning, settingupescalationpaths,andreportinginastructured way
Thementionedrhythmsarenotaformofbureaucracy,but ratheracoordinationsystem.Theybringtransparency, avoidaslowslidewiththehelpofregularchecks,and makesureleadersspotproblemsatanearlystage.
Morethananything,theserhythmsmustberesults-oriented, thatis,notactivity-driven.Theleadersshouldmakeuseof keyperformanceindicatorstomeasureprogress,pinpoint constraints,andeliminateblockers.Whenmeetingsturn intostatusbriefingsinsteadofforumsfordecisions,they takeawaythedrive.Cadenceisoneofthetoolshighperformingteamsemploytospeeduptheiractions.
Consistencyisnotthesameasuniformity.Largegroupsare workingunderdifferentcircumstances—areas,business sectors,consumers,andlimits.Tryingtohaveeverything thesamewillonlyleadtopeopleopposingitand decreasingtheflexibilityoftheorganization.Leaderswith thehighestimpactwillunifythebasicsandgivethe peripherythefreedomtochoose.
Basicssuchasbrandstandards,qualitybenchmarks,safety rules,andcustomerpromiseshouldbeuniformthroughout thewholearea.Teamatthelocallevelcanchangethe detailsofexecutioninaccordancewiththesituation.This trade-offensuresthatperformancereliabilityandlocal responsivenessaremaintained.
Themanagementofbigteamsisasystematizedpractice. Theleaderdoesnotneedtogetintoeachandeverydetail buthastomakethingsclear,trainefficientmanagers,setup regularmeetings,andpromotetheculturesothatthe performanceisalwaysatthesamelevelevenwiththe increaseinsize.
Whenexecutionbecomesrepeatable,accountabilityis evident,andstandardsareset,organizationsscalewithease. Leadersthatputdownthesepillarschangehugeteamsfrom beingachallengeofcomplexitytobeingasourceof performanceadvantage.
Everyseriousorganizationaimstogrow,andthis ambitionisshareduniversally.Butontheother hand,growthbringsalongexpandedexposure.The companiesthatgrowtonewmarkets,adoptnew technologies,hiremoreworkers,andspeeduptheir operationswillfacealargerandmuchmorecomplicated risk.Theleadershipchallengeisnottogetridofrisk;thisis notpossible.Therealchallengeistocontrolriskwithout forcingthewholeorganizationtobecomecautiousand bureaucratic.
Effectivebusinessriskmanagementmeanskeepingthe growthareaprotectedwhileatthesametimenotlosing momentum.Itdemandstheleaderstoberesilient,have goodgovernance,andmakebetterdecisionswhilestill havingthesamespeed,beinginnovative,andbeing confident.
Everychoiceregardinggrowthbringsalonguncertainty Movingtoanewlocationinvolvestheriskofregulations andculturaldifferences,whilebringingoutnewproducts createstheriskofthemarketandoperations.Ontheother hand,switchingtodigitalplatformsinvolvesrisksrelating tocybersecurityanddataprivacy,andfast-growing companiesfacerisksconcerningtheiremployees,the qualityoftheirproducts,andtheirreputation.
Itistruethathigh-growthcompaniesoftengobustnotdue tohavingwrongstrategybuttoriskbeingunmanaged.The combinationofweakcontrols,unclearaccountabilityand aggressivetimelinescanchangethemanageableexposure intoamajordisruption.
Riskshouldnotbeconsideredastheoppositeofgrowth; rather,itisthecostofgrowth.Leaderswhothinkofriskas astrategicdimension—notanafterthought—willbethe oneswhosucceed.
Riskmanagementisoftenconfusedwithriskavoidanceby manycompanies.Inthenameofsafety,theybuildlayersof approvals,putrestraintsoninitiative,anddelaydecisionmaking.Thefinaloutcomeofthisisthattheorganizations losetheiragilityandtheirchancetotakeadvantageofthe opportunities.Whenriskmanagementisappliedcorrectly, itleadstoactionwithconfidence.
Itmakestherisklevelsacceptable,reinforcescontrols wherenecessaryandguaranteesthattheemployeescan workquicklywithoutputtingbusinessatriskofharmthat couldhavebeenprevented.Theaimisnottodenymore often.Theaimistotakewiser“yes”decisions.
Themostrobustrisksystemsarethosebasedonculture ratherthanprocedures.Iftheteamsareaccustomedto thinkinginacertainwaythatincludesriskthenitwillbe thecasethatriskisexposedpromptlyanddealtwith proactively Theleadersofanorganizationcreatethis culturebypromotingopennessand,ontheotherhand, removingfearconnectedwithreportingproblems.
Teammembersshouldbeallowedtopointoutproblems andconfesstheirerrorswithoutbeingpenalized.Whenthe
management'sreactionisbasedonlearningratherthanon assigningblame,riskbecomesapparent—andatthesame time,thisriskisthecontrol'sfoundation.
Itisveryfrequentthatoneofthemajorexecutionlapses happenswhenriskmanagementistreatedasacompliance function.Ifriskdepartmentsaresegregatedfromother departments,onlythencanriskberegardedasablockerat theendoftheprocessinsteadofbeingapartnerinstrategy Riskisnowindailydecision-makingpracticesin companieswithhighperformance.
Riskisconsideredintheareasofplanning,budgeting, vendorselection,productdevelopment,andmarketentry strategies.Thiscausesnooppositionasaresultofgetting ridoftheriskdownsideaftertheinvestmentismade, insteadoftakingitonboardatthebeginning.
Incorporatedriskmanagementisabottom-linefactorfor companiesinthefastlanetogrowth,asitresultsin avoidingthecostlyproductionofpushingbackintothe market.
Theprocessofmanagingbusinessriskshouldnotresultin thecuttingbackofaspirations.Itshouldleadtothe fortifyingoftheapplication.Therisk-competentcompanies donotslowdown;rather,theygetself-assured,they becometougher,andtheyaremoreuniformintheiroutput.
Theleaders,byinternalizingtheriskintheirgrowth strategy,establishingarisk-consciousculture,defining preciselimits,andimplementingthe'safespeed'cansecure theirexpansionandatthesametimekeeptheirmomentum running.
Inthesituationoffrequentchangesandutterdisruptions, riskmanagementisnotjustadefensivemeasure.Itisan advantageofleadershipandaprerequisiteforthekindof growththatisnotonlyprofitablebutalsosustainable— thus,arequirement.
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