the Contemporary Health Tourism "Identity"
Konstantinos Konstantinidis, M.D., Ph.D.
Director - ExCtu - addressing the Health Tourism Sector "Builder Class" (a.k.a. the "growth makers" and “developers”) with originated T-shaped knowledge for thinking and doing.
…an economic sector with a distinct Personality and Character
what Contemporary Health tourism does
…a sampling
The transformation and repurposing of Health Tourism gave rise to Contemporary Health Tourism - which is associated with features that give the newly-created economic sector a distinct identity.
Let’s start with a “sampling” of the "things" that Contemporary Health Tourism does:
The outcomes which resulted from the transformation (from Conventional to Contemporary) and repurposing (from a “need” to a “want”) of Health Tourism, enable and empower the supply side (industry) to:
See the list of “outcomes” -?https://www.dhirubhai.net/pulse/outcomes-health-tourism-concept-practice-constantinides-m-d-ph-d-/ ?.
A few other “features” which give Contemporary Health Tourism its unique Identity, Personality and Character, are briefly presented below.
the Builder Class
…a.k.a. the Growth Makers
Contemporary Health Tourism has a stakeholder grouping known as the Builder Class.
The individuals in this grouping are responsible for the thinking and doing – and which is why they are also known as the Growth Makers.
The grouping includes:
EMVIO entities
…designed to be ever-evolving
In the Contemporary Health Tourism “order of things”, all “undertakings” (in practical terms, meaning the design, creation – or transformation – and then, operation of sector-specific Legal Entities - ssLEs) are expected to be EMVIO Entities.
EMVIO Entities (things) have their evolution “designed-in” (Planned Evolution) – meaning they have been designed to be ever-evolving (probably containing flaws) and never definitive - aiming for perfection, but probably never achieving it.
To rephrase Jack Welch, the former Chairman and CEO of General Electric: “when the rate of change inside an organization becomes slower than the rate of change outside, the end is in sight” (“outside” meaning the Marketplace and Market Expectations).
“Emvio” is Greek for “living” (as in “living document”).
A living document, also known as an evergreen document or dynamic document, is a document that is continually edited and updated. Living documents are changed through revisions that may or may not reference previous iterative changes (Wikipedia).
Objectives and Key Results (OKRs)
…a “tool” for defining and tracking objectives and their outcomes
OKRs were introduced to Health Tourism during the transformation process (from Conventional to Contemporary).
Under the Contemporary Health Tourism “regime”, all undertakings, in practical terms, meaning the design, creation – or transformation – and operation of sector-specific Legal Entities (ssLEs), are expected to be associated with OKRs.
“Objectives and Key Results” (OKRs) is a goal-setting system (originated by Andy Grove, of Intel fame) who introduced it as a “tool” for defining and tracking objectives and their outcomes.
As John Doerr, who worked under Andy Grove, pointed out during a 2018 TED talk:
领英推荐
Google is among the companies that have embraced this goal-setting system “across the board”.
BTW, in 2021 Microsoft acquired Ally.io, a startup whose software specializes in "Objectives and Key Results" (OKRs).
To read the full LinkedIn article on the introduction of OKRs to Contemporary Health Tourism (a.k.a. Internet Century Health Tourism – with both terms represented by ht8) see: ?https://lnkd.in/dAkmkbM9 ?.
Blue Ocean Strategy
…rendering competition irrelevant
I contend that real innovators (i.e., the real McCoy’s) create Blue Oceans, for which competition is irrelevant – because “competition is for losers” (Peter Thiel).
See: Competition in Health Tourism - a game for losers - ?https://lnkd.in/gk5nMRqZ ?.
Blue Ocean Strategy (which was introduced to Health Tourism as part of its transformation and repurposing) is, primarily, about creating uncontested market spaces – where competition is irrelevant.
The “strategy” is about growing demand (by breaking away from the competition) – instead of continuing to divide the existing pie (i.e., the Market).
It is based on the view that market boundaries and industry structure are not a given and can be reconstructed by the actions and beliefs of industry players.
See: the introduction of Blue Ocean Strategy to Health Tourism - and its designation as a Health Tourism Strategic Concept and Practice - ?https://lnkd.in/dt86XKzv ?.
designing, creating – or transforming – and then, operating ssLEs
…the systemic approach – based on the Pentad Strategy
In very basic terms, the systemic approach to designing, creating – or transforming – and then, operating sector-specific Legal Entities (ssLEs) involves the following “steps” (which collectively are known as the Pentad Strategy):
Omission of any of the “parallel steps”, by those involved in designing, creating and operating Health Tourism Economic Sectors, Destinations and Enterprises, is a sure recipe for failure.
It’s as simple as that.
See the “types” of Legal Entities which can be – or can become – “sector-specific” – ?https://www.dhirubhai.net/pulse/types-legal-entities-which-can-become-sector-specific-constantine/ ?.
Curriculum-based Professional Education
…which leads to Professional Literacy
One of the “outcomes” of the Health Tourism Transformation and Repurposing process was the establishment of a curriculum-based professional education system – leading to professional literacy.
the “system” aims to “teach” the following:
the teaching is supported by:
the students addressed:
Specific “courses” have been designed to be “university validated”.
a beautiful game
…so much to like about Contemporary Health Tourism
There is so much to like about Contemporary Health Tourism that it is described as a beautiful game.
In objective terms, there is nothing not to like about Contemporary Health Tourism – unless one starts out determined not to like it.