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Most leadership ideas are sold. Few are studied. In 2024, Management in Healthcare published a paper Glenn Llopis co-wrote with Tom Jackiewicz, President of the University of Chicago Health System, documenting what it takes to run an organization so that people know they matter, and what changes when you do.
Personalisation is seeing and treating people as individuals, whether those people are patients or staff. Operationalising it is the act of adapting how an organization functions so that people at every level have the skills and the tools to do that. It is achieved when people know they matter.
Most organizations don’t reject personalisation. They are built in a way that quietly prevents it.
Healthcare standardizes for quality and safety, and those are worthy aims. But in that pursuit, the individual patient and the individual employee get lost.
The paper assesses readiness across four groups, because an organization can be strong with one and failing another:
One private, not-for-profit clinical research centre, hospital and graduate school ran the process across all four areas: leaders and staff assessed their own systems, found where the organization got in its own way, and changed it. Readiness scores after twelve months:
It is a loop, not a project. Being equipped for personalisation doesn’t mean it’s finished; it means the tools are in place to make it likely.
Jackiewicz, T. and Llopis, G. (2024). “Operationalising personalisation in a healthcare system.” Management in Healthcare, Vol. 8, No. 3, pp. 221-233. Henry Stewart Publications.
Read the paper at Henry Stewart Publications →The same shift, in the words of the leaders living it →See the method behind it →Take the Conviction Diagnostic. In three minutes, see where you've traded who you are for who the room wanted, and exactly where to begin reclaiming it.
His story starts where reinvention did: a family that left everything behind for a new country and refused to call it loss. Cuban Roots →
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