getting Greece to do Health Tourism “right”

…Conventional to Contemporary – “need” to “want” – old guard to avant-garde

NOTE

For maximum benefit, this article should be read in conjunction with the LinkedIn article titled: Greece as a Contemporary ht8 Health Tourism Destination - ?https://www.dhirubhai.net/pulse/greece-contemporary-ht8-health-tourism-destination-constantine/?.

several False Starts

…and now for a “Clean Start”

BTW, in 2007 I introduced and started using the 3-word mantra (slogan) "health in GREECE", with the corresponding logo (whose design was upgraded in 2010).

health in GREECE (hiG for short) is a “strategy” (as opposed to merely, an initiative).

The main point being made in this LinkedIn article (which is part of a series under the “health in GREECE” banner) is that, after the several “false starts”, Greece (meaning its industry - supply side – players – and its leadership) must now aim to do things right in order to achieve the “objective” – by starting with a clean slate – and doing things right, right from the start.

In short, doing Health Tourism “right” means realizing and understanding that:

• Health Tourism has been “transformed” (from Conventional to Contemporary) – and take into consideration the “outcomes” of the transformation process (see “the Transformation” further down)
• as a consequence of the transformation and the related “outcomes”, Health Tourism (in its “transformed state”) has being elevated to the status of Economic Sector (sector of the Economy).
• Health Tourism has been “repurposed” (from a “need” to a “want”) - making it an attractive, broad-appeal lifestyle choice – for all - for a lifetime – every traveler / tourist is a potential Health Tourist
• Contemporary Health Tourism (thanks to ht8) is associated with an expanded Industry addressing a much broader Market – meaning more business for all
• Contemporary Health Tourism has an expanded, well-defined and integrated Stakeholder Base (all the Individuals [natural entities], Groups and Legal Entities who have a vested interest in the ecosystem, are affected by it or can influence it)
• Contemporary Health Tourism is as much about health as it is about travel, tourism and hospitality – and other, sector-supporting services
• Contemporary Health Tourism is associated with a systemic approach to creating Health Tourism Destinations – based on the Pentad Strategy
• Contemporary Health Tourism is associated with an Architecture and Operating System (arcHTos) serving as a blueprint for “how to do” – it is the equivalent of Android for Health Tourism - if Android is the Platform changing what mobile can do, then, arcHTos is the Platform changing what Health Tourism can do.
• Greece (meaning its supply side stakeholders) must decide to be part of the avant-garde - rather than stay with the “old guard”
• it will be a good idea for someone with an established, sector-specific pedigree and credentials – who has introduced “implemented” innovations – to be brought into the picture

the Transformation

…from Conventional to Contemporary

Contemporary Health Tourism came about as a result of “transformation” (of the concept & practice).

The transformation process was set in motion and guided along by a set of “OKRs”.

“OKRs” stands for “Objectives and Key Results” – the leading goal-setting methodology for setting and tracking measurable goals.

Think of it as the goal-setting system for defining and tracking objectives and their outcomes.

In fact, the goal-setting system was introduced to Health Tourism during its transformation.

See: the introduction of OKRs to Health Tourism -?https://www.dhirubhai.net/pulse/adoption-implementation-okrs-health-tourism-constantine/?.

The transformation resulted is a “whole list” of outcomes (the “Key Results” of the “Objectives”.

The following is a list (in random order) of the main Transformation Process Key Results (a.k.a. Outcomes):

• expansion of the Industry (the Supply Side) – from “short tail” to “long tail” - so that it can now address a much-broader Market (the Demand Side) - meaning more money for all
• the repurposing of the activity (from a “need” to a “want”) – making it an attractive, broad appeal lifestyle choice – for a lifetime
• Health Tourism made as much about health as it is about travel, tourism and hospitality – together with other sector-supporting services
• establishment of a Structural Framework (defining and delimiting the Stakeholders and sector-specific Legal Entities)
• arcHTos (the Architecture and Operating System - serving as a blueprint for “how to do”)
• a set of Strategic Concepts and Practices (to provide knowledge and insights during the process of designing, creating – or transforming – and then operating sector-specific Legal Entities)
• a systemic approach to creating Health Tourism Destinations – based on the Pentad Strategy
• the Health Tourism Sandbox (for learning, understanding, designing, creating – or transforming - and operating)
• a Curriculum-based Professional Education System (which leads to Professional Literacy)
• a Sector-specific Vocabulary - so that all Sector Stakeholders speak the same language – and understand the same things
• a Rating System - based on Objective Criteria (as opposed to a manipulatable Ranking System)
• an extensive, well-defined and integrated Stakeholder Base (all the Individuals [natural entities], Groups and Legal Entities who have a vested interest in the ecosystem, are affected by it or can influence it)
• a sector-specific “Masterbrand” (ht8) – owned by its stakeholders
• adoption and implementation of Web3 concepts & practices and technologies (and bringing Web3 “techies” into the Sector as Stakeholders)
• enablement of competition to become irrelevant (Blue Ocean Strategy) – because, competition is a game for losers
• enablement of the Sector to dispense with Intermediation (the middleperson)
• establishment of the World Health Tourism Economic Sector, Network and Forum
• provided the resources and tools enabling the conception and introduction of innovations (permissionless, combination and open)
• introduced the concept and practice of Assisted Residential Tourism (technology-enabled Housing and Care abroad) as one of the 8 Segments
• introduced the concept and practice of ht8 Cruise (Health Tourism at Sea)
• introduced the concept & practice of mentoring and inducting Protégés (tech-savvy students, recent graduates and young professionals) into the sector
• enablement of the Organic Economic Growth of the Sector – creating a bigger pie – and more pies
• introduced the concept & practice “user experience design” to the sector
• introduced the concept & practice of anticipating - and preparing for - Plausible Futures in Health Tourism by bringing Futurists and specialists in Strategic Foresight into the Sector as Stakeholders
• made Health Tourism “investible”
• introduced specific roles for the Diaspora (Good Will Ambassadors, Consumers, Providers of Services, Sponsors and Investors)
• introduced Luxury and Sophistication to the Sector (Boutique Health Tourism and Health Tourism Lux)
• brought about Integration to deal with Fragmentation (responsible for inefficiency)
• establishment of the Health Tourism Hive - where Ideas, Informed Opinion and Advice are interchanged
• has made provision for the Future-Proofing of the Sector and the associated Legal Entities – through “designed-in” evolution (the EMVIO Strategy - staying one step ahead of the "dated" label

For each of the “items” in the list, there is a dedicated LinkedIn article – see my LinkedIn profile – show all activity – Articles.

My belief is that only a “nihilist” would dismiss the benefits introduced to Health Tourism as a consequence of its “transformation”.

the Repurposing

…from a “need” to a “want”

As part of the transformation, Health Tourism was repurposed from a “need” to a “want” – making the “activity” a broad-appeal, attractive lifestyle choice – for a lifetime - to be enjoyed.

With the repurposing and ht8, every traveler / tourist is a prospective Health Tourist.

Given the choice, “want” trumps “need”, every time.

It was, for example, Steve Jobs who said: I do not want people to need the iPhone – I want them to want it.

BTW, Conventional Health Tourism served a, no-choice, utilitarian purpose (designed to be purely functional or practical - rather than attractive).

It was a “need” to be endured (and dictated by “circumstances” – essentially, financial).

See LinkedIn article: the repurposing of Health Tourism - from a “need” to a “want” - to be enjoyed as a broad-appeal, attractive lifestyle choice – for a lifetime - ?https://www.dhirubhai.net/pulse/repurposing-health-tourism-from-need-want-constantine/?.

the scope of Contemporary Health Tourism

…in terms of health-related services

Contemporary Health Tourism embraces 8 “health-related” Segments (ht8):

• Medical Tourism (and its “sub-divisions” – i.e., specialties in Medicine and areas of clinical focus)
• Dental Tourism
• Spa Tourism
• Wellness Tourism
• Sports Tourism
• Culinary Tourism
• Accessible Tourism
• Assisted Residential Tourism (technology-enabled Housing and Care abroad)

This represents the Long Tail approach to defining and delimiting the scope of Health Tourism.

BTW, Conventional Health Tourism (which is associated with the “short tail” approach to scope of services) focuses on Medical and Dental Tourism, and only latterly embraced Wellness Tourism.

On the other hand, when it comes to scope of offered services, Contemporary Health Tourism “long tail” with all its advantages.

See the relevant LinkedIn article: the Long Tail - and the reason Colgate provides 57 toothpaste choices -?https://www.dhirubhai.net/pulse/long-tail-constantine-constantinides-m-d-ph-d-/?.

“Contemporary Health Tourism Destinations” (a.k.a. “ht8 Destinations”) are those offering services in all 8 of the Health Tourism Segments.

those with an established, sector-specific pedigree and credentials

…who have introduced Implemented Innovations

Establishing a nation-level Health Tourism Economic Sector and Destination is obviously a complex undertaking – even with the resources and tools provided.

By this I mean is that, for the “undertaking”, it would not be wise to take the "homemade - do it yourself" approach.

On the other hand, it will be a good idea for someone with an established, sector-specific pedigree and credentials – who has introduced “implemented, sector-specific innovations” – to be brought into the picture.