🚀 Expertise & Achievements 🔥🚀
Over 15 years of experience in complex solution selling for major software companies, consistently achieving and exceeding sales quotas. (Multiple Presidents Clubs)
I have held multiple sales positions where I successfully managed international and strategic accounts, demonstrating a reliable track record of meeting ambitious targets.

I love to build relationships across diverse cultures and business environments, adapting seamlessly to support and inspire high-performing teams in achieving shared sales goals.

📣 Top skills
Account Management • Sales coaching • Sales Performance • Solution selling

✍️ Personal Achievement
In April 2025, I published « Trop Grosse » (More than my body), a personal story of resilience, self-acceptance, and transformation.
Through this book, I share an authentic journey towards reclaiming one’s worth beyond appearances and societal expectations.

Charlotte Filloux

Unlocking Future Growth: Partnering with Leaders in Healthcare and Mission-Led Organizations to Drive Change, Optimize Performance and Enhance Employee & Patient Experience | Managing Director at Bee'z Consulting Sàrl

Supporting organizations in the healthcare sector through deep transformations - with structure, meaning, and commitment.

That’s my mission.

I’m Silvina Layani, consultant and facilitator in organizational transformation, with 20+ years of hands-on experience in leading organizational change.

I step in when companies need to evolve, adapt, or pivot - aligning processes, teams, and cultures around a shared vision.

🎯 My approach is built on three key pillars:

1. Co-construction: co-defining change with stakeholders to ensure engagement
2. Culture & mindset: integrating human, intercultural, and emotional dimensions into transformation efforts
3. Iteration & agility: testing, adjusting, and grounding change in day-to-day realities

My work goes beyond strategy.

I rely on a deep understanding of organizational design and governance structures, which allows me to guide transformations by addressing both structural and human dynamics.

I firmly believe that engaging employees and building their capabilities are essential to embedding lasting change.

This belief has helped me contribute to the emergence of more adaptable, collaborative, and forward-looking cultures - particularly in the pharmaceutical, medical equipment, and hospital sectors.

I'm used to working in complex, multicultural, and sometimes tense environments.

What I bring is the ability to listen, structure, rally teams, and make sure decisions don’t stay in PowerPoint decks, but come to life and are carried forward by the teams themselves.

💼 I work with:

- Executives facing strategic questions
- HR teams leading transformation initiatives
- Managers looking for concrete tools to engage their teams

Looking to evolve your organization using proven methods while involving your people every step of the way?

I’d be happy to talk, just send me a message 📩

SILVINA LAYANI

𝘾𝙝𝙖𝙣𝙜𝙚 𝙧𝙖𝙧𝙚𝙡𝙮 𝙨𝙩𝙖𝙡𝙡𝙨 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙩𝙝𝙚 𝙥𝙡𝙖𝙣 𝙞𝙨 𝙬𝙧𝙤𝙣𝙜.
𝙄𝙩 𝙨𝙩𝙖𝙡𝙡𝙨 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙥𝙚𝙤𝙥𝙡𝙚 𝙖𝙧𝙚 𝙧𝙚𝙖𝙙𝙞𝙣𝙜 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙨𝙞𝙜𝙣𝙖𝙡𝙨. 

𝗔𝗻𝗱 𝘁𝗵𝗲𝘆’𝗿𝗲 𝗺𝗶𝘅𝗲𝗱.

A few months ago, I was with a biotech regional team rolling out a new way of working across functions. On paper, it was clean.

𝘉𝘶𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘳𝘳𝘪𝘥𝘰𝘳, 𝘐 𝘬𝘦𝘱𝘵 𝘩𝘦𝘢𝘳𝘪𝘯𝘨 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘴𝘦𝘯𝘵𝘦𝘯𝘤𝘦:
“𝘞𝘦’𝘳𝘦 𝘸𝘢𝘪𝘵𝘪𝘯𝘨.”

𝘕𝘰𝘵 “𝘸𝘦 𝘥𝘪𝘴𝘢𝘨𝘳𝘦𝘦.”
𝘕𝘰𝘵 “𝘸𝘦 𝘤𝘢𝘯’𝘵.”
𝘑𝘶𝘴𝘵 “𝘸𝘦’𝘳𝘦 𝘸𝘢𝘪𝘵𝘪𝘯𝘨.”

When we looked closer, it wasn’t the plan. It was the signal.

Every leader told a slightly different story.
Priorities sounded right, but nobody could say what to stop.

𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗽𝗼𝗶𝗻𝘁𝘀 𝘄𝗲𝗿𝗲 𝘂𝗻𝗰𝗹𝗲𝗮𝗿, 𝘀𝗼 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗲𝘀𝗰𝗮𝗹𝗮𝘁𝗲𝗱.

𝗔𝗻𝗱 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺𝘀 𝗱𝗶𝗱 𝘄𝗵𝗮𝘁 𝘀𝗺𝗮𝗿𝘁 𝘁𝗲𝗮𝗺𝘀 𝗱𝗼. 𝗧𝗵𝗲𝘆 𝘀𝗹𝗼𝘄𝗲𝗱 𝗱𝗼𝘄𝗻 𝘁𝗼 𝗽𝗿𝗼𝘁𝗲𝗰𝘁 𝘁𝗵𝗲𝗺𝘀𝗲𝗹𝘃𝗲𝘀.

𝗜𝗻 𝗿𝗲𝗴𝘂𝗹𝗮𝘁𝗲𝗱 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁𝘀 like healthcare, biotech, and medtech, that 𝗮𝗺𝗯𝗶𝗴𝘂𝗶𝘁𝘆 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝗲𝘅𝗽𝗲𝗻𝘀𝗶𝘃𝗲 𝗳𝗮𝘀𝘁.

More meetings. More checking. More parallel work. More delay.

𝗦𝗼 𝘄𝗲 𝗿𝗮𝗻 𝗮 𝟵𝟬-𝗺𝗶𝗻𝘂𝘁𝗲𝘀 𝗖𝗵𝗮𝗻𝗴𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗦𝗽𝗿𝗶𝗻𝘁. Leaders only.

𝘞𝘦 𝘢𝘭𝘪𝘨𝘯𝘦𝘥 𝘰𝘯 𝘵𝘩𝘳𝘦𝘦 𝘵𝘩𝘪𝘯𝘨𝘴, and we wrote them down:

𝟭. 𝗧𝗵𝗲 𝗰𝗵𝗮𝗻𝗴𝗲 𝘀𝘁𝗼𝗿𝘆 (𝗶𝗻 𝗽𝗹𝗮𝗶𝗻 𝘄𝗼𝗿𝗱𝘀)
One sentence people can repeat without translating.

𝟮. 𝗔 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗵𝗲𝗮𝘁 𝗺𝗮𝗽
Five names, real dynamics, and the two moves to make next.

𝟯. 𝗧𝗵𝗿𝗲𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗺𝗼𝘃𝗲𝘀 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝘁𝘄𝗼 𝘄𝗲𝗲𝗸𝘀
Not ten. Three. With owners, dates, and what we stop doing.

The shift was immediate. Not magical. Just clear.

Teams don’t need perfect certainty.
They need honest clarity.

𝙄𝙛 𝙮𝙤𝙪 𝙬𝙖𝙣𝙩, 𝙡𝙚𝙩’𝙨 𝙙𝙤 𝙖 15 𝙢𝙞𝙣 𝙘𝙝𝙚𝙘𝙠. 𝙄’𝙡𝙡 𝙩𝙚𝙡𝙡 𝙮𝙤𝙪 𝙞𝙛 𝙖 𝙎𝙥𝙧𝙞𝙣𝙩 𝙞𝙨 𝙩𝙝𝙚 𝙧𝙞𝙜𝙝𝙩 𝙢𝙤𝙫𝙚, 𝙤𝙧 𝙞𝙛 𝙮𝙤𝙪 𝙣𝙚𝙚𝙙 𝙨𝙤𝙢𝙚𝙩𝙝𝙞𝙣𝙜 𝙚𝙡𝙨𝙚. 𝘿𝙈 𝙢𝙚 “𝙎𝙋𝙍𝙄𝙉𝙏”.

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𝗧𝗶𝗿𝗲𝗱 𝗼𝗳 𝗵𝗲𝗮𝗿𝗶𝗻𝗴 "𝘄𝗲'𝗿𝗲 𝘄𝗮𝗶𝘁𝗶𝗻𝗴 𝗼𝗻 𝗫𝗫𝗫"?

This is a signal, not a problem. 
It's a sign that decision chaos is holding you back.

What you need is not another endless meeting or complicated frameworks. 𝗬𝗼𝘂 𝗻𝗲𝗲𝗱 𝗰𝗹𝗮𝗿𝗶𝘁𝘆.

𝙄𝙣 𝙟𝙪𝙨𝙩 90 𝙢𝙞𝙣𝙪𝙩𝙚𝙨, 𝙄 𝙘𝙖𝙣 𝙝𝙚𝙡𝙥 𝙮𝙤𝙪 𝙘𝙧𝙚𝙖𝙩𝙚 𝙖 𝘿𝙀𝘾𝙄𝙎𝙄𝙊𝙉 𝙊𝙒𝙉𝙀𝙍𝙎𝙃𝙄𝙋 𝙈𝘼𝙋.

It's simple but powerful:

- 𝘾𝙡𝙚𝙖𝙧 𝙙𝙚𝙘𝙞𝙨𝙞𝙤𝙣 𝙧𝙞𝙜𝙝𝙩𝙨 so nobody waits on the wrong person
- 𝙒𝙚𝙡𝙡-𝙙𝙚𝙛𝙞𝙣𝙚𝙙 𝙚𝙨𝙘𝙖𝙡𝙖𝙩𝙞𝙤𝙣 𝙧𝙪𝙡𝙚𝙨 to avoid bottlenecks
- 𝘼 𝙬𝙚𝙚𝙠𝙡𝙮 𝙧𝙝𝙮𝙩𝙝𝙢 to keep things moving

This isn't theory. 
It's a practical way to cut through the noise and get real progress.

Stop waiting. Start owning decisions.

DM me and let's fix this today.

𝗢𝗻 𝗻𝗲 𝗺𝗮𝗻𝗾𝘂𝗲 𝗽𝗮𝘀 𝗱𝗲 𝗿é𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲.
𝗢𝗻 𝗺𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗰𝗹𝗮𝗿𝘁é.

On demande souvent aux équipes de “tenir”.
Alors que le vrai sujet, c’est l’usure.

Ce qui épuise, ce n’est pas seulement la charge.
C’est le flou qui s’infiltre partout.
Des attentes qui bougent sans prévenir.
Des priorités qui changent en silence.
Des décisions qui n’arrivent jamais.

Et là, l’équipe compense.
Elle anticipe. Elle re-cadre. Elle devine.
Elle fait le travail du système.

𝙈𝙞𝙣𝙞 𝙨𝙘𝙧𝙞𝙥𝙩 à 𝙩𝙚𝙨𝙩𝙚𝙧 𝙦𝙪𝙖𝙣𝙙 𝙦𝙪𝙚𝙡𝙦𝙪’𝙪𝙣 𝙙𝙞𝙩.
“𝙊𝙣 𝙣’𝙚𝙣 𝙥𝙚𝙪𝙩 𝙥𝙡𝙪𝙨.”

1. “Qu’est-ce qui te fatigue le plus. La charge ou le flou ?”
2. “Quelle décision prise aujourd’hui te soulage demain ?”
3. “Qui tranche ? Et d’ici quand ?”
4. “Qu’est-ce qui est hors périmètre tant que ce n’est pas tranché ?

𝘾𝙚 𝙣’𝙚𝙨𝙩 𝙥𝙖𝙨 𝙢𝙖𝙜𝙞𝙦𝙪𝙚.
𝘾’𝙚𝙨𝙩 𝙪𝙣𝙚 𝙧𝙚𝙢𝙞𝙨𝙚 à 𝙨𝙖 𝙥𝙡𝙖𝙘𝙚.
La charge reste du travail.
Le flou devient une décision à prendre.

Moins d’usure.
Plus d’air.

𝙒𝙖𝙞𝙩𝙞𝙣𝙜 𝙞𝙨 𝙖 𝙩𝙖𝙭 𝙤𝙣 𝙩𝙧𝙪𝙨𝙩. 
The longer you wait, the more trust erodes. 
People stop believing their input matters. 
They start second-guessing their own judgment.

And then, chaos.
You end up with bottlenecks, endless emails, and decisions that take forever.

The worst phrase? "We're waiting to hear back."

It's not just a delay. It signals your team doesn't own or trust their decisions.

Ownership dies when every decision gets escalated.

That's a slow death.

You're left in the dark. Frustration builds. Productivity drops.

That's why 𝗺𝗮𝗽𝗽𝗶𝗻𝗴 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 can help you rebuild trust and move back into efficient ways of working quickly.

Our 𝗗𝗘𝗖𝗜𝗦𝗜𝗢𝗡 𝗢𝗪𝗡𝗘𝗥𝗦𝗛𝗜𝗣 𝗠𝗔𝗣 cuts through chaos. It clarifies:

- Who decides what
- When to escalate
- What the weekly decision rhythm is

This isn't about control. 
𝗜𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗺𝗼𝘃𝗶𝗻𝗴 𝗳𝗮𝘀𝘁𝗲𝗿, 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗿𝘂𝘀𝘁, 𝗮𝗻𝗱 𝗿𝗲𝗱𝘂𝗰𝗶𝗻𝗴 𝘀𝘁𝗿𝗲𝘀𝘀.

If your team is stuck waiting, you're bleeding time and trust.

Get clear. Define ownership.
Make decisions simple.

Trust your people to act. 
Stop waiting. Start moving.

Who's ready to map their decisions?

𝗜𝗻 𝗵𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲, 𝗯𝗶𝗼𝘁𝗲𝗰𝗵, 𝗮𝗻𝗱 𝗺𝗲𝗱𝘁𝗲𝗰𝗵, 𝘀𝘁𝗮𝗹𝗹𝗲𝗱 𝗰𝗵𝗮𝗻𝗴𝗲 𝗵𝗮𝘀 𝗮 𝗽𝗿𝗲𝗱𝗶𝗰𝘁𝗮𝗯𝗹𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻.

𝘐𝘵 𝘶𝘴𝘶𝘢𝘭𝘭𝘺 𝘴𝘩𝘰𝘸𝘴 𝘶𝘱 𝘭𝘪𝘬𝘦 𝘵𝘩𝘪𝘴:
- 𝘌𝘷𝘦𝘳𝘺𝘵𝘩𝘪𝘯𝘨 𝘦𝘴𝘤𝘢𝘭𝘢𝘵𝘦𝘴
- 𝘛𝘩𝘦 𝘴𝘢𝘮𝘦 𝘲𝘶𝘦𝘴𝘵𝘪𝘰𝘯𝘴 𝘤𝘰𝘮𝘦 𝘣𝘢𝘤𝘬 𝘦𝘷𝘦𝘳𝘺 𝘸𝘦𝘦𝘬
- 𝘛𝘦𝘢𝘮𝘴 𝘴𝘢𝘺 𝘺𝘦𝘴, 𝘵𝘩𝘦𝘯 𝘸𝘢𝘪𝘵
- 𝘓𝘦𝘢𝘥𝘦𝘳𝘴 𝘳𝘦𝘱𝘦𝘢𝘵 𝘵𝘩𝘦 𝘱𝘭𝘢𝘯, 𝘣𝘶𝘵 𝘯𝘰𝘣𝘰𝘥𝘺 𝘤𝘢𝘯 𝘳𝘦𝘱𝘦𝘢𝘵 𝘵𝘩𝘦 𝘴𝘵𝘰𝘳𝘺

𝗧𝗵𝗮𝘁 𝗹𝗮𝘀𝘁 𝗼𝗻𝗲 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗵𝗶𝗻𝗸.

I saw this in a 𝗦𝘄𝗶𝘀𝘀 𝗵𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻 during a rollout.
𝙒𝙚 𝙖𝙨𝙠𝙚𝙙 𝙨𝙞𝙭 𝙡𝙚𝙖𝙙𝙚𝙧𝙨 𝙩𝙤 𝙚𝙭𝙥𝙡𝙖𝙞𝙣 𝙩𝙝𝙚 𝙘𝙝𝙖𝙣𝙜𝙚 𝙞𝙣 60 𝙨𝙚𝙘𝙤𝙣𝙙𝙨.
𝙒𝙚 𝙜𝙤𝙩 𝙨𝙞𝙭 𝙙𝙞𝙛𝙛𝙚𝙧𝙚𝙣𝙩 𝙫𝙚𝙧𝙨𝙞𝙤𝙣𝙨.

Nobody was resisting.
People were protecting themselves from moving in the wrong direction.

𝗦𝗼 𝘄𝗲 𝗱𝗶𝗱𝗻’𝘁 𝗮𝗱𝗱 𝗺𝗼𝗿𝗲 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻.
𝗪𝗲 𝗰𝗹𝗮𝗿𝗶𝗳𝗶𝗲𝗱 𝘁𝗵𝗲 𝘀𝗶𝗴𝗻𝗮𝗹.

In a 𝗖𝗵𝗮𝗻𝗴𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗦𝗽𝗿𝗶𝗻𝘁. 𝟵𝟬 𝗺𝗶𝗻𝘂𝘁𝗲𝘀. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗼𝗻𝗹𝘆.
We leave the room with three outputs:

1. One 𝙨𝙝𝙖𝙧𝙚𝙙 𝙘𝙝𝙖𝙣𝙜𝙚 𝙨𝙩𝙤𝙧𝙮, in plain words
2. A s𝙩𝙖𝙠𝙚𝙝𝙤𝙡𝙙𝙚𝙧 𝙝𝙚𝙖𝙩 𝙢𝙖𝙥 (who needs what. who to bring in early. who needs a direct ask)
3. 𝙏𝙝𝙧𝙚𝙚 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙢𝙤𝙫𝙚𝙨 for the next two weeks, with owners and dates

No theatre. No long programme. Just clarity you can use immediately.

Which symptom shows up most in your organisation right now. 1, 2, 3, or 4?

Why Change gets stuck in Healthcare

𝗖𝗵𝗮𝗻𝗴𝗲 𝗳𝗮𝘁𝗶𝗴𝘂𝗲 𝗶𝗻 𝗯𝗶𝗼𝘁𝗲𝗰𝗵, 𝗺𝗲𝗱𝘁𝗲𝗰𝗵, 𝗮𝗻𝗱 𝗳𝗮𝘀𝘁 𝗴𝗿𝗼𝘄𝗶𝗻𝗴 𝘁𝗲𝗮𝗺𝘀 𝗶𝘀 𝘁𝗿𝗶𝗰𝗸𝘆.
Because it doesn’t look like a problem.
It looks like commitment.

𝙋𝙚𝙤𝙥𝙡𝙚 𝙠𝙚𝙚𝙥 𝙖𝙙𝙖𝙥𝙩𝙞𝙣𝙜.
𝙏𝙝𝙚𝙮 𝙩𝙖𝙠𝙚 𝙤𝙣 𝙢𝙤𝙧𝙚.
𝙏𝙝𝙚𝙮 𝙨𝙩𝙖𝙮 𝙥𝙧𝙤𝙛𝙚𝙨𝙨𝙞𝙤𝙣𝙖𝙡.

𝙐𝙣𝙩𝙞𝙡 𝙤𝙣𝙚 𝙙𝙖𝙮, 𝙮𝙤𝙪 𝙣𝙤𝙩𝙞𝙘𝙚 𝙨𝙤𝙢𝙚𝙩𝙝𝙞𝙣𝙜.

Projects that used to move quickly start taking twice as long.
Decisions get parked.
Meetings multiply.
Teams become careful. Not lazy. Careful.

I remember a moment with a medtech multinational during a major rollout.
The leaders were doing everything “right.”
But 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 𝗵𝗮𝗱 𝗯𝗲𝗰𝗼𝗺𝗲 𝗵𝗲𝗮𝘃𝘆.

Not one big issue.
A pile of small changes. Each reasonable.
Together, exhausting.

We didn’t solve it with another deck.
𝗪𝗲 𝘀𝗼𝗹𝘃𝗲𝗱 𝗶𝘁 𝘄𝗶𝘁𝗵 𝗼𝘅𝘆𝗴𝗲𝗻.

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗹𝗮𝗿𝗶𝘁𝘆.

We gathered the leaders for a short working session and asked one question:
“𝘾𝙖𝙣 𝙚𝙖𝙘𝙝 𝙤𝙛 𝙮𝙤𝙪 𝙚𝙭𝙥𝙡𝙖𝙞𝙣 𝙩𝙝𝙚 𝙘𝙝𝙖𝙣𝙜𝙚 𝙞𝙣 60 𝙨𝙚𝙘𝙤𝙣𝙙𝙨, 𝙞𝙣 𝙩𝙝𝙚 𝙨𝙖𝙢𝙚 𝙬𝙤𝙧𝙙𝙨?”

𝙏𝙝𝙚𝙮 𝙘𝙤𝙪𝙡𝙙𝙣’𝙩.
Not because they didn’t understand.
Because the story had grown. It had picked up extras. It had become complicated.

𝗦𝗼 𝘄𝗲 𝗿𝗲𝗯𝘂𝗶𝗹𝘁 𝗶𝘁.

One sentence.
One reason that matters.
One clear focus for the next two weeks.
One explicit “stop.”

𝗧𝗵𝗲𝗻 𝘄𝗲 𝗰𝗵𝗲𝗰𝗸𝗲𝗱 𝘁𝗵𝗲 𝗺𝗶𝗿𝗿𝗼𝗿 𝗲𝗳𝗳𝗲𝗰𝘁:

- What does this clarity change for patients or customers?
- What does it remove for teams?

𝗧𝗵𝗮𝘁’𝘀 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝗵𝗲𝗮𝘃𝗶𝗻𝗲𝘀𝘀 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝘁𝗼 𝗹𝗶𝗳𝘁.

If your team’s momentum feels off, that’s often your signal.
Don’t add energy. Remove weight.

𝗦𝘁𝗮𝗿𝘁 𝗵𝗲𝗿𝗲:
𝗪𝗿𝗶𝘁𝗲 𝘆𝗼𝘂𝗿 𝗰𝗵𝗮𝗻𝗴𝗲 𝘀𝘁𝗼𝗿𝘆 𝘀𝗼 𝗶𝘁 𝗳𝗶𝘁𝘀 𝗶𝗻 𝟲𝟬 𝘀𝗲𝗰𝗼𝗻𝗱𝘀.
𝗜𝗳 𝘆𝗼𝘂𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗮𝗻’𝘁 𝗿𝗲𝗽𝗲𝗮𝘁 𝗶𝘁, 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺𝘀 𝘄𝗶𝗹𝗹 𝗿𝘂𝗻 𝗼𝗻 𝗳𝘂𝗺𝗲𝘀.

If you want, message me “STORY”. I’ll send the template, or we can do a quick 15 min check to see what’s making your system heavy right now.

𝗧𝗲𝗮𝗺𝘀 𝗼𝗳𝘁𝗲𝗻 𝘀𝗽𝗲𝗻𝗱 𝗵𝗼𝘂𝗿𝘀 𝗱𝗲𝘀𝗶𝗴𝗻𝗶𝗻𝗴 𝗽𝗲𝗿𝗳𝗲𝗰𝘁 𝗽𝗮𝘁𝗶𝗲𝗻𝘁 𝗷𝗼𝘂𝗿𝗻𝗲𝘆𝘀 𝗼𝗻 𝗽𝗮𝗽𝗲𝗿.


They create flowcharts filled with nice arrows, neat steps, and good intentions.

But when the real world hits, it rarely looks anything like those maps.

A patient might have to tell their story three times before anyone truly understands.
A clinician spends more time hunting for information than actually caring for the patient.
A receptionist becomes the buffer for delays and frustrations that are beyond their control

Here’s the uncomfortable truth:

𝗔 𝗺𝗮𝗽 𝗶𝘀 𝗻𝗼𝘁 𝗿𝗲𝗮𝗹𝗶𝘁𝘆. 𝗜𝘁’𝘀 𝗮 𝗴𝘂𝗲𝘀𝘀.

𝗔𝗻𝗱 𝗶𝗳 𝘁𝗵𝗮𝘁 𝗺𝗮𝗽 𝗶𝘀 𝗯𝘂𝗶𝗹𝘁 𝗳𝗿𝗼𝗺 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀, 𝗿𝗲𝗽𝗼𝗿𝘁𝘀, 𝗼𝗿 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 𝗿𝗮𝘁𝗵𝗲𝗿 𝘁𝗵𝗮𝗻 𝗮𝗰𝘁𝘂𝗮𝗹 𝗽𝗮𝘁𝗶𝗲𝗻𝘁 𝗮𝗻𝗱 𝘀𝘁𝗮𝗳𝗳 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲𝘀, 𝗶𝘁'𝘀 𝗷𝘂𝘀𝘁 𝗮 𝗽𝗼𝗹𝗶𝘁𝗲 𝗳𝗶𝗰𝘁𝗶𝗼𝗻.

The 𝙧𝙚𝙖𝙡 𝙚𝙭𝙥𝙚𝙧𝙞𝙚𝙣𝙘𝙚 𝙜𝙖𝙥 isn't just between departments or teams.

It's 𝙗𝙚𝙩𝙬𝙚𝙚𝙣 𝙬𝙝𝙖𝙩 𝙬𝙚 𝙨𝙖𝙮 𝙬𝙚 𝙙𝙤 𝙖𝙣𝙙 𝙬𝙝𝙖𝙩 𝙥𝙖𝙩𝙞𝙚𝙣𝙩𝙨 𝙖𝙣𝙙 𝙨𝙩𝙖𝙛𝙛 𝙩𝙧𝙪𝙡𝙮 𝙛𝙚𝙚𝙡 𝙞𝙣 𝙩𝙝𝙚 𝙢𝙤𝙢𝙚𝙣𝙩.

If you want to close that gap, stop asking "Is the process right?"
Start asking "Where is the human experience breaking down, especially on a busy Tuesday morning?"

Because real change happens when you understand where compassion, empathy, and efficiency collide.

So, next time you're redesigning a patient journey, look beyond the flowcharts.
Step into their shoes.
See the gaps where real people struggle.

That's where transformation begins.

𝘼𝙧𝙚 𝙮𝙤𝙪 𝙧𝙚𝙖𝙙𝙮 𝙩𝙤 𝙛𝙞𝙣𝙙 𝙩𝙝𝙤𝙨𝙚 𝙝𝙞𝙙𝙙𝙚𝙣 𝙗𝙧𝙚𝙖𝙠𝙙𝙤𝙬𝙣𝙨?
𝙊𝙧 𝙖𝙧𝙚 𝙮𝙤𝙪 𝙘𝙤𝙣𝙩𝙚𝙣𝙩 𝙬𝙞𝙩𝙝 𝙥𝙧𝙚𝙩𝙩𝙮 𝙢𝙖𝙥𝙨 𝙩𝙝𝙖𝙩 𝙙𝙤𝙣'𝙩 𝙢𝙤𝙫𝙚 𝙩𝙝𝙚 𝙣𝙚𝙚𝙙𝙡𝙚?

𝗟𝗲𝘁'𝘀 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗿𝗲𝗮𝗹.

Not just on paper.
Not just in meetings.
But every day, in every moment.

Because that's where true change lives.

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newsletter 1

✨ 𝙒𝙖𝙣𝙩 𝙩𝙤 𝙨𝙚𝙚 𝙝𝙤𝙬 𝙨𝙞𝙢𝙥𝙡𝙚 𝙨𝙝𝙞𝙛𝙩𝙨 𝙘𝙖𝙣 𝙘𝙝𝙖𝙣𝙜𝙚 𝙚𝙫𝙚𝙧𝙮𝙩𝙝𝙞𝙣𝙜?
𝘾𝙝𝙚𝙘𝙠 𝙤𝙪𝙩 𝙤𝙪𝙧 𝙣𝙚𝙬𝙨𝙡𝙚𝙩𝙩𝙚𝙧 𝙛𝙤𝙧 𝙦𝙪𝙞𝙘𝙠 𝙬𝙞𝙣𝙨 𝙖𝙣𝙙 𝙥𝙧𝙖𝙘𝙩𝙞𝙘𝙖𝙡 𝙨𝙩𝙧𝙖𝙩𝙚𝙜𝙞𝙚𝙨.

👉 In French: https://links.beez-consulting.com/LkdnFR
👉 In English: https://links.beez-consulting.com/lkdn

Remember, the smallest steps often lead to the biggest changes. Start today, and watch your organization evolve.


newsletter 2

✨ These are the challenges we work on every day at Bee'z Consulting when supporting healthcare and mission-driven organisations. 

If you want more reflections and practical tips, join our newsletter community 

👉 in French: https://links.beez-consulting.com/LkdnFR
👉 in English: https://links.beez-consulting.com/lkdn


newsletter 3

✨ 𝘼𝙣𝙙 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙣𝙩 𝙨𝙞𝙢𝙥𝙡𝙚, 𝙚𝙛𝙛𝙚𝙘𝙩𝙞𝙫𝙚 𝙬𝙖𝙮𝙨 𝙩𝙤 𝙨𝙥𝙖𝙧𝙠 𝙧𝙚𝙖𝙡 𝙘𝙝𝙖𝙣𝙜𝙚, 𝙘𝙝𝙚𝙘𝙠 𝙤𝙪𝙩 𝙤𝙪𝙧 𝙣𝙚𝙬𝙨𝙡𝙚𝙩𝙩𝙚𝙧. 

Quick wins you probably didn’t know you needed.
👉 in French: https://links.beez-consulting.com/LkdnFR
👉 in English: https://links.beez-consulting.com/lkdn

newsletter 4

✨ Want more field stories and practical moves? Join our newsletter community.

Quick wins you probably didn’t know you needed.
👉 in French: https://links.beez-consulting.com/LkdnFR
👉 in English: https://links.beez-consulting.com/lkdn

newsletter FR 1

✨ Et si vous voulez des moyens simples et efficaces pour déclencher un vrai changement, découvrez notre newsletter.

Des actions rapides que vous ne saviez probablement pas qu’il vous fallait.
👉 en français : https://links.beez-consulting.com/LkdnFR

👉 en anglais : https://links.beez-consulting.com/lkdn

link to blog post

Read our blog post on this topic here:
👉 https://lnkd.in/eySRVkDx

newsletter 5

newsletter FR 2

beezconsulting

beez-academy

hrvaud

𝗣𝗵𝗮𝗿𝗺𝗮 𝗮𝗻𝗱 𝗺𝗲𝗱𝘁𝗲𝗰𝗵 𝗵𝗮𝘃𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗴𝗮𝗽𝘀 𝘁𝗼𝗼.
𝗧𝗵𝗲𝘆 𝗷𝘂𝘀𝘁 𝗵𝗶𝗱𝗲 𝘁𝗵𝗲𝗺 𝗯𝗲𝘁𝘁𝗲𝗿.

In healthcare delivery, the gaps show up in patient care.
In pharma and medtech, they show up inside the organization.

- Internal friction.
- Endless handoffs.
- Bottlenecks in quality or approval.
- Silence when decisions need clarity.

𝙎𝙖𝙢𝙚 𝙧𝙤𝙤𝙩 𝙘𝙖𝙪𝙨𝙚.
𝘿𝙞𝙛𝙛𝙚𝙧𝙚𝙣𝙩 𝙨𝙪𝙧𝙛𝙖𝙘𝙚.

Teams start compensating.
Workarounds become the norm.
Everything slows down.
And leadership blames... “people issues.”

But it’s rarely about the people.
𝙄𝙩’𝙨 𝙖 𝙙𝙚𝙨𝙞𝙜𝙣 𝙥𝙧𝙤𝙗𝙡𝙚𝙢.

When the path to a decision is unclear, people default to waiting.
And waiting?
That’s where cost multiplies.

👉 Delays
👉 Errors
👉 Frustration
👉 Lost revenue

The fix isn’t another round of training.
It’s redesigning how decisions flow.

✅ Clarify ownership
✅ Cut the noise
✅ Remove the invisible blockers

𝘽𝙚𝙘𝙖𝙪𝙨𝙚 𝙞𝙛 𝙮𝙤𝙪𝙧 𝙨𝙮𝙨𝙩𝙚𝙢 𝙞𝙨 𝙗𝙧𝙤𝙠𝙚𝙣, 𝙮𝙤𝙪𝙧 𝙥𝙚𝙤𝙥𝙡𝙚 𝙘𝙖𝙣’𝙩 𝙨𝙪𝙘𝙘𝙚𝙚𝙙, 𝙣𝙤 𝙢𝙖𝙩𝙩𝙚𝙧 𝙝𝙤𝙬 𝙝𝙖𝙧𝙙 𝙩𝙝𝙚𝙮 𝙩𝙧𝙮.

Leaders, ask yourself:
👉 How clear is your decision path?
👉 And what’s it really costing you?

💬 𝙒𝙖𝙣𝙩 𝙩𝙤 𝙚𝙭𝙥𝙡𝙤𝙧𝙚 𝙝𝙤𝙬 𝙩𝙝𝙞𝙨 𝙨𝙝𝙤𝙬𝙨 𝙪𝙥 𝙞𝙣 𝙮𝙤𝙪𝙧 𝙩𝙚𝙖𝙢?
𝙇𝙚𝙩’𝙨 𝙩𝙖𝙡𝙠. 𝙒𝙚 𝙧𝙪𝙣 𝙛𝙖𝙨𝙩, 𝙡𝙤𝙬-𝙡𝙞𝙛𝙩 𝙨𝙥𝙧𝙞𝙣𝙩𝙨 𝙩𝙝𝙖𝙩 𝙗𝙧𝙞𝙣𝙜 𝙘𝙡𝙖𝙧𝙞𝙩𝙮 𝙬𝙞𝙩𝙝𝙤𝙪𝙩 𝙩𝙝𝙚 𝙘𝙝𝙖𝙤𝙨.

#OrgDesign #DecisionMaking #OperationalExcellence #PharmaLeadership #MedtechInnovation #InternalExperience #TeamDynamics #HealthcareOps #LeadershipDevelopment #BeezConsulting #SlowIsExpensive #ExperienceDesign #WorkShouldFlow

𝗜𝗳 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺𝘀 𝗮𝗿𝗲 ‘𝗱𝗼𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗯𝗲𝘀𝘁’ 𝗮𝗻𝗱 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 𝘀𝘁𝗶𝗹𝗹 𝗰𝗼𝗺𝗽𝗹𝗮𝗶𝗻, 𝘁𝗵𝗶𝘀 𝗶𝘀 𝘂𝘀𝘂𝗮𝗹𝗹𝘆 𝘄𝗵𝘆.


Most leaders I meet care deeply.

They invest.
They communicate.
They launch initiatives.

And yet, the experience stays stuck.

Why?
Because the real issue isn't motivation.
It's the system they operate in every day.

Invisible friction.
Unclear ownership.
Handoffs that leak.
Workarounds that turn into routines.

Fix the system, not the people.

Interested in an outside perspective?
Send me a quick DM with:
- Your organization's name
- The biggest pain point
- What you've already tried

I'll tell you what I'd look at first. No pitches. Just a grounded, outside perspective.

Reach out, I reply personally.

𝗬𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗶𝘀𝗻'𝘁 𝗿𝗲𝘀𝗶𝘀𝘁𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗴𝗲. 𝗧𝗵𝗲𝘆'𝗿𝗲 𝗲𝘅𝗵𝗮𝘂𝘀𝘁𝗲𝗱 𝗳𝗿𝗼𝗺 𝗰𝗮𝗿𝗿𝘆𝗶𝗻𝗴 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺.


I've heard it a hundred times. 
"𝙏𝙝𝙚𝙮 𝙙𝙤𝙣'𝙩 𝙚𝙣𝙜𝙖𝙜𝙚." 
"𝙏𝙝𝙚𝙮 𝙥𝙪𝙨𝙝 𝙗𝙖𝙘𝙠." 
"𝙏𝙝𝙚𝙮 𝙘𝙤𝙢𝙥𝙡𝙖𝙞𝙣." 

But here's the truth. 

When you sit with the team, you see it clearly. 
 
They are working all day to fix what's broken. 

They chase approvals that should be automatic. 
They patch gaps in handoffs that should be seamless. 
They absorb patient frustrations that aren't theirs to carry. 

That's not resistance. 
That's load!

𝗕𝘂𝗿𝗻𝗼𝘂𝘁 𝗶𝘀 𝗮 𝘀𝘆𝗺𝗽𝘁𝗼𝗺. 
𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗰𝗮𝘂𝘀𝗲? 𝗔 𝘀𝘆𝘀𝘁𝗲𝗺 𝗯𝘂𝗶𝗹𝘁 𝗼𝗻 𝘄𝗼𝗿𝗸𝗮𝗿𝗼𝘂𝗻𝗱𝘀. 

𝗖𝗵𝗮𝗻𝗴𝗲 𝗶𝘀𝗻'𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 
𝗧𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 𝗶𝘀. 

Until you fix the system, no amount of pushing or coaching will change that fatigue. 

Stop blaming your team for resisting. 
Start fixing the system they're drowning in. 

𝗬𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗶𝘀𝗻'𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 
𝗧𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 𝗶𝘀. 

Fix that, and watch engagement and energy come back. 
𝗦𝘁𝗼𝗽 𝘁𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝘀𝘆𝗺𝗽𝘁𝗼𝗺𝘀. 
𝗔𝗱𝗱𝗿𝗲𝘀𝘀 𝘁𝗵𝗲 𝗿𝗼𝗼𝘁. 

That's how real change happens.

Everything looked fine. Until I listened to the hallway. 

I was in a leadership meeting where the dashboard looked... calm, steady.

Green indicators.
Good intent.
A plan.

Until I walked out and listened to the hallway.

That's where the real system lives.
A nurse explaining the same thing for the third time.
A patient waiting with no clear next step.
A manager quietly fixing a handoff that "should have worked."


Here's the truth I keep coming back to:

𝗠𝗼𝘀𝘁 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗮𝗿𝗲 𝗻𝗼𝘁 𝗲𝗳𝗳𝗼𝗿𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀.
𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀.

Leaders don’t see the gap.
Frontline teams live inside it.

𝗔𝗻𝗱 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝗴𝗮𝗽 𝗴𝗲𝘁𝘀 𝗯𝗶𝗴 𝗲𝗻𝗼𝘂𝗴𝗵, 𝗽𝗲𝗼𝗽𝗹𝗲 𝗱𝗼 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗱𝗮𝗻𝗴𝗲𝗿𝗼𝘂𝘀.
𝗧𝗵𝗲𝘆 𝘀𝘁𝗼𝗽 𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝘁𝗵𝗲 𝘁𝗿𝘂𝘁𝗵, 𝗮𝗻𝗱 𝘀𝘁𝗮𝗿𝘁 𝗰𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗻𝗴.

This is why we often start with an 𝙀𝙭𝙥𝙚𝙧𝙞𝙚𝙣𝙘𝙚 𝙂𝙖𝙥 𝙎𝙘𝙖𝙣. 
Not a big program, just 45 minutes to make reality visible.
To identify the first right move.

If this sounds familiar, you're not alone.
It's time to see what's really happening behind the scenes.

Are you ready to uncover those hidden gaps?

Let's start the conversation.

𝗠𝗶𝘅𝗲𝗱 𝘀𝗶𝗴𝗻𝗮𝗹𝘀 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗰𝗵𝗮𝗻𝗴𝗲 𝗸𝗶𝗹𝗹𝗲𝗿.
𝗡𝗼𝘁 “𝗿𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲.”

Change talk is easy.
Mixed signals drain people.
Clarity earns follow-through.

I watched a CEO address her team.
Big words about unity and change.

Then the body language told the truth.
Eyes away. Smile fixed. No ownership of what was hard.

Weeks later, a manager said.
“We’re transforming, but it feels like a joke.”
“We repeat the script, then go back to normal.”

𝙏𝙚𝙖𝙢𝙨 𝙙𝙤 𝙣𝙤𝙩 𝙛𝙤𝙡𝙡𝙤𝙬 𝙙𝙚𝙘𝙠𝙨.
𝙏𝙝𝙚𝙮 𝙛𝙤𝙡𝙡𝙤𝙬 𝙬𝙝𝙖𝙩 𝙮𝙤𝙪 𝙙𝙤 𝙬𝙝𝙚𝙣 𝙞𝙩 𝙜𝙚𝙩𝙨 𝙢𝙚𝙨𝙨𝙮.
𝙏𝙝𝙚𝙮 𝙩𝙧𝙖𝙘𝙠 𝙬𝙝𝙖𝙩 𝙮𝙤𝙪 𝙧𝙚𝙬𝙖𝙧𝙙 𝙖𝙣𝙙 𝙬𝙝𝙖𝙩 𝙮𝙤𝙪 𝙖𝙫𝙤𝙞𝙙.

If the plan is unclear, say it.
If you are not ready, say why.
If you made a call, stand by it.

Say the trade-offs out loud.
Say what stops, not only what starts.
Say who owns the next decision.

𝙈𝙤𝙣𝙙𝙖𝙮 𝙩𝙚𝙨𝙩. 10 𝙢𝙞𝙣𝙪𝙩𝙚𝙨.
𝙎𝙚𝙣𝙙 𝙩𝙝𝙞𝙨 𝙩𝙤 𝙮𝙤𝙪𝙧 𝙩𝙚𝙖𝙢 𝙗𝙚𝙛𝙤𝙧𝙚 𝙡𝙪𝙣𝙘𝙝.

𝘛𝘩𝘪𝘴 𝘸𝘦𝘦𝘬, 𝘸𝘦 𝘸𝘪𝘭𝘭 𝘴𝘵𝘰𝘱: ____
𝘛𝘩𝘪𝘴 𝘸𝘦𝘦𝘬, 𝘸𝘦 𝘸𝘪𝘭𝘭 𝘴𝘵𝘢𝘳𝘵: ____

𝘐 𝘰𝘸𝘯 𝘵𝘩𝘪𝘴 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯 𝘣𝘺 𝘍𝘳𝘪𝘥𝘢𝘺: ____
𝘏𝘰𝘸 𝘸𝘦 𝘸𝘪𝘭𝘭 𝘮𝘦𝘢𝘴𝘶𝘳𝘦 𝘪𝘵: ____

𝘛𝘩𝘦𝘯 𝘢𝘥𝘥 𝘰𝘯𝘦 𝘭𝘪𝘯𝘦.
“𝘐𝘧 𝘺𝘰𝘶 𝘴𝘦𝘦 𝘮𝘦 𝘴𝘦𝘯𝘥 𝘮𝘪𝘹𝘦𝘥 𝘴𝘪𝘨𝘯𝘢𝘭𝘴, 𝘭𝘦𝘵 𝘮𝘦 𝘬𝘯𝘰𝘸 𝘲𝘶𝘪𝘤𝘬𝘭𝘺"

People can handle hard news.
They cannot handle fake calm.
That is where trust breaks.

𝗖𝗹𝗲𝗮𝗻 𝘀𝗶𝗴𝗻𝗮𝗹𝘀 𝗰𝗿𝗲𝗮𝘁𝗲 𝗺𝗼𝘃𝗲𝗺𝗲𝗻𝘁.
𝗘𝘃𝗲𝗻 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝗽𝗹𝗮𝗻 𝗶𝘀 𝗻𝗼𝘁 𝗽𝗿𝗲𝘁𝘁𝘆.

𝗜𝗻 𝗰𝗹𝗶𝗻𝗶𝗰𝘀 𝗮𝗻𝗱 𝗵𝗼𝘀𝗽𝗶𝘁𝗮𝗹𝘀, 𝘁𝗵𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗴𝗮𝗽 𝗼𝗳𝘁𝗲𝗻 𝘀𝘁𝗮𝗿𝘁𝘀 𝗮𝘁 𝘁𝗵𝗲 𝗵𝗮𝗻𝗱𝗼𝗳𝗳.


In clinics and hospitals, the real experience gap often starts long before the big medical act.

It begins in the transition moments.

Admission.
Transfer.
Discharge.
The question everyone avoids: "Who owns the next step?"

𝗧𝗵𝗮𝘁’𝘀 𝘄𝗵𝗲𝗿𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗯𝗿𝗲𝗮𝗸𝘀 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗴𝗲𝘁𝘀 𝗯𝗹𝘂𝗿𝗿𝘆.

Patients feel it as uncertainty.
Teams feel it as rework.
Managers feel it as constant firefighting.

And the worst part is this.

And the worst part? 𝙀𝙫𝙚𝙧𝙮𝙤𝙣𝙚 𝙩𝙝𝙞𝙣𝙠𝙨 𝙩𝙝𝙚𝙮 𝙖𝙧𝙚 𝙙𝙤𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙖𝙧𝙩.
𝘽𝙪𝙩 𝙩𝙝𝙚 𝙨𝙮𝙨𝙩𝙚𝙢 𝙝𝙖𝙨 𝙝𝙤𝙡𝙚𝙨.

When we work with healthcare teams, we often find the same pattern.
𝗧𝗵𝗲 𝗵𝗮𝗻𝗱𝗼𝗳𝗳 𝗶𝘀 𝘁𝗿𝗲𝗮𝘁𝗲𝗱 𝗮𝘀 𝗮𝗱𝗺𝗶𝗻.
𝗕𝘂𝘁 𝗶𝘁’𝘀 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝘂𝗹𝘁𝘂𝗿𝗲.

It’s trust.
It’s clarity.
It’s respect for the next colleague.

𝗔𝗱𝗱𝗿𝗲𝘀𝘀 𝘁𝗵𝗶𝘀, 𝗮𝗻𝗱 𝘆𝗼𝘂 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝘁 𝗶𝘁𝘀 𝗿𝗼𝗼𝘁.

𝗠𝗼𝘀𝘁 “𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀” 𝗮𝗿𝗲𝗻’𝘁 𝗮𝗯𝗼𝘂𝘁 𝗽𝗲𝗼𝗽𝗹𝗲.
𝗧𝗵𝗲𝘆’𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝗵𝗮𝗻𝗱𝗼𝗳𝗳𝘀.

Not because teams don’t care.
But because ownership gets fuzzy.

🧩 One team thinks they passed it on.
🧩 The next team thinks they never got it.
🧩 The patient feels caught in the middle.

That’s where a Handoff Clarity Sprint makes a difference.

We take one real handoff—and make it work.
No theory. Just clarity.

We answer 4 simple questions:

1️⃣ What’s the exact handoff moment?
2️⃣ Who owns it?
3️⃣ What needs to be said—in plain words?
4️⃣ What’s the signal if it slips?

Then we test it for 2 weeks.
Inside the team. With real cases.

No drama.
No big redesign.
Just one transition that stops leaking time, energy, and trust.

—

If your team manages complex care paths, give this a try.
Or let's talk,happy to walk you through it.

Because clear handoffs aren't just a good idea,they're the secret to better patient experience and smoother teamwork.

Start there. Make it simple.

And see the difference.

Who's in?

#PatientExperience #Handoff #HealthcareDesign #ServiceDesign #Teamwork #CareCoordination #HealthSystems #QualityImprovement #BeezConsulting #OperationalExcellence

𝗢𝗻 𝗻𝗲 𝗺𝗮𝗻𝗾𝘂𝗲 𝗽𝗮𝘀 𝗱𝗲 𝘃𝗮𝗹𝗲𝘂𝗿𝘀. 𝗢𝗻 𝗺𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗺𝗼𝗺𝗲𝗻𝘁𝘀 𝗱𝗲 𝘃é𝗿𝗶𝘁é.


On parle souvent de valeurs et de culture comme si c’était une formule magique.

Mais la vérité, c’est que.
👉 Ce ne sont pas les valeurs qui nous manquent.
👉 Ce sont les moments de vérité.

Observez votre équipe avec attention.

Posez-vous plutôt ces questions :

- Quel a été le dernier moment où un patient nous a surpris. En bien ou en mal ?

- À quel moment, récemment, un collègue s’est-il retrouvé seul face à un problème. Sans soutien clair ?

- Quand avons-nous tous su qu’il y avait un souci. Sans que personne n’ose le dire à voix haute ?

- Quel “petit couac” revient souvent. Et finit par peser sur tout le monde ?

- Si on ne corrigeait qu’une seule micro-friction cette semaine, laquelle ferait déjà une vraie différence ?

Voici un exercice simple à faire avec votre équipe lundi. En 10 minutes.

1) Chacun note un moment de vérité vécu ces dernières semaines. Un moment concret, pas une idée vague.
2) Vous en choisissez un ensemble.
3) Vous décidez d’un mini-changement, testable dès cette semaine.

𝙉𝙚 𝙘𝙝𝙚𝙧𝙘𝙝𝙚𝙯 𝙥𝙖𝙨 𝙪𝙣 𝙘𝙤𝙪𝙥𝙖𝙗𝙡𝙚.
𝘾𝙝𝙚𝙧𝙘𝙝𝙚𝙯 𝙪𝙣 𝙥𝙤𝙞𝙣𝙩 𝙙’𝙖𝙥𝙥𝙪𝙞.

Parce que la culture ne se construit pas dans les discours.
Elle se façonne dans ces petits moments réels, quand ça compte vraiment.

Repérez-les.
Corrigez-en un.
Répétez.

C’est comme ça que les transformations culturelles prennent racine.

Qui est partant ?

Ce qui compte sont les moments de vérité

𝗟’é𝗽𝘂𝗶𝘀𝗲𝗺𝗲𝗻𝘁 𝗻’𝗮𝗿𝗿𝗶𝘃𝗲 𝗽𝗮𝘀 𝗽𝗮𝗿𝗰𝗲 𝗾𝘂𝗲 𝗹𝗲𝘀 𝗲́𝗾𝘂𝗶𝗽𝗲𝘀 « 𝗿𝗲́𝘀𝗶𝘀𝘁𝗲𝗻𝘁 ».
𝗜𝗹 𝗮𝗿𝗿𝗶𝘃𝗲 𝗾𝘂𝗮𝗻𝗱 𝗹’é𝗰𝗮𝗿𝘁 𝗲𝗻𝘁𝗿𝗲 𝗹𝗲 “𝗯𝗼𝗻 𝘀𝗼𝗶𝗻” 𝗲𝘁 𝗹𝗲 “𝘀𝗼𝗶𝗻 𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲” 𝗱𝗲𝘃𝗶𝗲𝗻𝘁 𝘁𝗿𝗼𝗽 𝗴𝗿𝗮𝗻𝗱.

𝙊𝙣 𝙣𝙚 𝙙𝙚𝙢𝙖𝙣𝙙𝙚 𝙥𝙖𝙨 𝙥𝙡𝙪𝙨 𝙙’𝙚𝙛𝙛𝙤𝙧𝙩.
𝙊𝙣 𝙙𝙚𝙢𝙖𝙣𝙙𝙚 𝙢𝙤𝙞𝙣𝙨 𝙙’𝙤𝙗𝙨𝙩𝙖𝙘𝙡𝙚𝙨.

Ce que je vois sur le terrain, c’est toujours la même chose.
Des petites frictions qui s’additionnent.
Un relais flou.
Une info manquante.
Un outil qui fait perdre du temps.
Une décision qui traîne.

Et les équipes compensent.
Elles rattrapent.
Elles improvisent.
Elles tiennent.

𝙅𝙪𝙨𝙦𝙪’𝙖𝙪 𝙟𝙤𝙪𝙧 𝙤ù ç𝙖 𝙘𝙖𝙨𝙨𝙚.

Mon avis est simple.
𝗢𝗻 𝗮 𝘁𝗿𝗼𝗽 𝗹𝗼𝗻𝗴𝘁𝗲𝗺𝗽𝘀 𝘁𝗿𝗮𝗶𝘁é 𝗹’é𝗽𝘂𝗶𝘀𝗲𝗺𝗲𝗻𝘁 𝗰𝗼𝗺𝗺𝗲 𝘂𝗻 𝘀𝘂𝗷𝗲𝘁 “𝗱𝗲 𝗽𝗲𝗿𝘀𝗼𝗻𝗻𝗲”.
𝗔𝗹𝗼𝗿𝘀 𝗾𝘂𝗲 𝗰’𝗲𝘀𝘁 𝘀𝗼𝘂𝘃𝗲𝗻𝘁 𝘂𝗻 𝘀𝘂𝗷𝗲𝘁 “𝗱𝗲 𝘀𝘆𝘀𝘁è𝗺𝗲”.

Et je vais le dire franchement.
Quand une organisation s’habitue à ce que les soignants compensent, elle finit par normaliser l’anormal.

𝗟𝗲 𝘃𝗿𝗮𝗶 𝗹𝗲𝘃𝗶𝗲𝗿 𝗻’𝗲𝘀𝘁 𝗽𝗮𝘀 𝗱𝗲 “𝗿𝗲𝗺𝗼𝘁𝗶𝘃𝗲𝗿”.
𝗖’𝗲𝘀𝘁 𝗱𝗲 𝗿é𝗱𝘂𝗶𝗿𝗲 𝗹’é𝗰𝗮𝗿𝘁.
Entre ce qu’on attend du soin.
Et ce qu’on rend possible au quotidien.

Si vous êtes médecin-cadre, infirmier chef, directeur, chef de service.
Regardez vos points de rupture.
Ils racontent toujours la même histoire.
Là où la clarté manque, l’énergie fuit.

Mission-led teams can run on care. Until care becomes the process.


The mission turns into cover for poor design.

A nurse fixes the handover after shift.
A program lead rewrites the donor report at night.
A manager jumps in “just this once” to stop noise.

𝗜𝘁 𝗿𝗲𝗮𝗱𝘀 𝗮𝘀 𝗰𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁.
𝗜𝘁 𝗶𝘀 𝘂𝗻𝗽𝗮𝗶𝗱 𝘀𝘆𝘀𝘁𝗲𝗺 𝘄𝗼𝗿𝗸.

Then it shows up where it hurts.

More rework.
More delays.
More near-misses.
More good people quietly checking out.

𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 breaks the loop fast.
People carry less when ownership is clear.
They also carry less guilt.

Try a 10-minute reset this week.
Pick one messy decision.
Name one owner.
Set limits. time, money, risk.
Set one rule for when to pull others in.

The mission deserves structure.
Your people do too.

𝗟𝗮 𝗿é𝗮𝗹𝗶𝘁é 𝗻’𝗲𝘀𝘁 𝗽𝗮𝘀 𝗻é𝗴𝗮𝘁𝗶𝘃𝗲.
𝗘𝗹𝗹𝗲 𝗲𝘀𝘁 𝗽𝗿é𝗰𝗶𝗲𝘂𝘀𝗲.

𝗟𝗘 𝗩𝗥𝗔𝗜 𝗗𝗔𝗡𝗚𝗘𝗥, 𝗖'𝗘𝗦𝗧 𝗟𝗘 𝗦𝗜𝗟𝗘𝗡𝗖𝗘 𝗣𝗢𝗟𝗜.

Quand on évite ce qui coince, on croit protéger l’équipe.
En vrai, on fabrique du flou.

On fait des plans.
On annonce des intentions.
Et sur le terrain, les équipes compensent.

Elles bricolent.
Elles contournent.
Elles absorbent ce que le système ne règle pas.

𝗗𝗶𝗿𝗲 𝗹𝗮 𝗿é𝗮𝗹𝗶𝘁é, 𝗰𝗲 𝗻’𝗲𝘀𝘁 𝗽𝗮𝘀 𝘀𝗲 𝗽𝗹𝗮𝗶𝗻𝗱𝗿𝗲.
𝗖’𝗲𝘀𝘁 𝗱𝗼𝗻𝗻𝗲𝗿 𝗱𝘂 𝗺𝗮𝘁é𝗿𝗶𝗮𝘂 𝗽𝗼𝘂𝗿 𝗮𝗴𝗶𝗿.


ℝ𝕀𝕋𝕌𝔼𝕃 𝔻𝔼 𝕃𝕌ℕ𝔻𝕀. 𝟞 𝕄𝕀ℕ𝕌𝕋𝔼𝕊.
𝘐𝘯𝘴𝘱𝘪𝘳é 𝘥𝘦 𝘯𝘰𝘴 𝘧𝘳𝘢𝘮𝘦𝘸𝘰𝘳𝘬𝘴 𝘤𝘩𝘦𝘻 𝘉𝘦𝘦'𝘻.

1. 𝘊𝘰𝘮𝘮𝘦𝘯𝘵 𝘷𝘰𝘶𝘭𝘰𝘯𝘴-𝘯𝘰𝘶𝘴 𝘢𝘱𝘱𝘢𝘳𝘢î𝘵𝘳𝘦 𝘭𝘦𝘴 𝘶𝘯𝘴 𝘱𝘰𝘶𝘳 𝘭𝘦𝘴 𝘢𝘶𝘵𝘳𝘦𝘴, 𝘤𝘦𝘵𝘵𝘦 𝘴𝘦𝘮𝘢𝘪𝘯𝘦?
2. 𝘘𝘶’𝘦𝘴𝘵-𝘤𝘦 𝘲𝘶𝘪 𝘱𝘰𝘶𝘳𝘳𝘢𝘪𝘵 𝘯𝘰𝘶𝘴 𝘦𝘯 𝘦𝘮𝘱ê𝘤𝘩𝘦𝘳, 𝘵𝘳è𝘴 𝘤𝘰𝘯𝘤𝘳è𝘵𝘦𝘮𝘦𝘯𝘵?
3. 𝘋𝘢𝘯𝘴 𝘲𝘶𝘦𝘭 𝘮𝘰𝘮𝘦𝘯𝘵 𝘤𝘭é 𝘤𝘦𝘭𝘢 𝘥𝘰𝘪𝘵 𝘴𝘦 𝘷𝘰𝘪𝘳 𝘭𝘦 𝘱𝘭𝘶𝘴, 𝘥è𝘴 𝘢𝘶𝘫𝘰𝘶𝘳𝘥’𝘩𝘶𝘪?
4. 𝘘𝘶𝘦𝘭 𝘨𝘦𝘴𝘵𝘦 𝘴𝘪𝘮𝘱𝘭𝘦 𝘮𝘦𝘵-𝘰𝘯 𝘦𝘯 𝘱𝘭𝘢𝘤𝘦 𝘱𝘰𝘶𝘳 é𝘷𝘪𝘵𝘦𝘳 𝘭𝘦 𝘥é𝘳𝘢𝘱𝘢𝘨𝘦?

Ensuite, on sort du débat.
On choisit une seule chose à changer.
On nomme un responsable.
On fixe une date, courte.

𝗟𝗮 𝗿é𝗮𝗹𝗶𝘁é 𝗱𝗲𝘃𝗶𝗲𝗻𝘁 𝗮𝗰𝘁𝗶𝗼𝗻.
𝗣𝗮𝘀 𝘂𝗻 𝘀𝘂𝗷𝗲𝘁 𝗱𝗲 𝗽𝗹𝘂𝘀.

Dire la réalité, c’est une forme de soin.
Ça remet l’équipe sur le vrai.
Et ça redonne de l’air.

🅰 🅻'🆄🅽🅸🆂🆂🅾🅽 𝗰𝗼𝗺𝗺𝗲𝗻𝗰𝗲 𝗿𝗮𝗿𝗲𝗺𝗲𝗻𝘁 𝗽𝗮𝗿 𝘂𝗻 𝗴𝗿𝗮𝗻𝗱 𝗽𝗹𝗮𝗻.
Ç𝗮 𝗰𝗼𝗺𝗺𝗲𝗻𝗰𝗲 𝗽𝗮𝗿 𝘂𝗻𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗾𝘂𝗶 𝗿𝗮𝗺è𝗻𝗲 𝘁𝗼𝘂𝘁 𝗹𝗲 𝗺𝗼𝗻𝗱𝗲 𝗮𝘂 𝗰𝗼𝗻𝗰𝗿𝗲𝘁.

Quand une organisation grandit vite, un risque arrive.
Chacun avance avec sa propre version du réel.
Patient, proche, soignant, manager. Chacun voit une partie du parcours.

Et c’est là que 𝗹’𝗲𝘅𝗽é𝗿𝗶𝗲𝗻𝗰𝗲 se dégrade.
Pas par manque d’envie. Par manque de clarté, de liens, de gestes simples qui tiennent dans le quotidien.

Alors on teste une question.

“𝗤𝘂𝗲𝗹 𝗲𝘀𝘁 𝗹𝗲 𝗽𝗿𝗼𝗰𝗵𝗮𝗶𝗻 𝗽𝗲𝘁𝗶𝘁 𝗽𝗮𝘀 𝗾𝘂𝗶 𝗮𝗺é𝗹𝗶𝗼𝗿𝗲𝗿𝗮𝗶𝘁 𝗹’𝗲𝘅𝗽é𝗿𝗶𝗲𝗻𝗰𝗲? 𝗣𝗼𝘂𝗿 𝗱𝗲 𝘃𝗿𝗮𝗶. 𝗖𝗲𝘁𝘁𝗲 𝘀𝗲𝗺𝗮𝗶𝗻𝗲.”

𝙏𝙧𝙤𝙞𝙨 𝙧è𝙜𝙡𝙚𝙨.
1. 𝙋𝙚𝙩𝙞𝙩. 𝙑𝙧𝙖𝙞𝙢𝙚𝙣𝙩 𝙥𝙚𝙩𝙞𝙩.
2. 𝙁𝙖𝙞𝙨𝙖𝙗𝙡𝙚 𝙚𝙣 7 𝙟𝙤𝙪𝙧𝙨.
3. 𝙑𝙞𝙨𝙞𝙗𝙡𝙚 𝙙𝙖𝙣𝙨 𝙡𝙚 𝙥𝙖𝙧𝙘𝙤𝙪𝙧𝙨, 𝙥𝙖𝙨 𝙨𝙚𝙪𝙡𝙚𝙢𝙚𝙣𝙩 “𝙧𝙚𝙨𝙨𝙚𝙣𝙩𝙞”.

Exemples.
- 𝙐𝙣 𝙢𝙚𝙨𝙨𝙖𝙜𝙚 𝙩𝙮𝙥𝙚 pour un passage de relais, pour éviter les zones grises.
- 𝙐𝙣 𝙥𝙤𝙞𝙣𝙩 “𝙘𝙚 𝙦𝙪𝙞 𝙘𝙝𝙖𝙣𝙜𝙚” en 5 minutes au début des réunions d’équipe.
- 𝙐𝙣 𝙚𝙣𝙙𝙧𝙤𝙞𝙩 𝙪𝙣𝙞𝙦𝙪𝙚 𝙥𝙤𝙪𝙧 les décisions en attente. Avec un nom et une date.
- 𝙐𝙣𝙚 𝙧è𝙜𝙡𝙚 𝙨𝙞𝙢𝙥𝙡𝙚: “Si le patient n’a pas compris, on reformule en une phrase.”

Le grand plan rassure.
Le petit pas change l’expérience. Et il change les pratiques.

C’est exactement l’esprit d’ 🅰 🅻’🆄🅽🅸🆂🆂🅾🅽
𝗗𝗲𝘂𝘅 𝘃𝗼𝗶𝘅. 
𝗨𝗻 𝗺ê𝗺𝗲 𝗽𝗮𝗿𝗰𝗼𝘂𝗿𝘀.

𝗖𝗲 𝗾𝘂𝗲 𝘃𝗶𝘁 𝗹𝗲 𝗽𝗮𝘁𝗶𝗲𝗻𝘁. 
𝗖𝗲 𝗾𝘂𝗲 𝗽𝗼𝗿𝘁𝗲 𝗹𝗲 𝘀𝗼𝗶𝗴𝗻𝗮𝗻𝘁.

𝗘𝘁, à 𝗹𝗮 𝗳𝗶𝗻, 𝘂𝗻𝗲 𝗮𝗰𝘁𝗶𝗼𝗻 𝘀𝗶𝗺𝗽𝗹𝗲 𝗽𝗼𝘂𝗿 𝗮𝗺é𝗹𝗶𝗼𝗿𝗲𝗿 𝗹𝗲 𝗰𝗵𝗲𝗺𝗶𝗻.
𝗦𝗮𝗻𝘀 𝗯𝗹𝗮𝗯𝗹𝗮. 
𝗦𝗮𝗻𝘀 𝗰𝗼𝘂𝗰𝗵𝗲 𝗲𝗻 𝗽𝗹𝘂𝘀.

🌟 𝙊𝙣 𝙡𝙖𝙣𝙘𝙚 𝙡𝙚 𝙥𝙤𝙙𝙘𝙖𝙨𝙩 𝙙𝙖𝙣𝙨 𝙦𝙪𝙚𝙡𝙦𝙪𝙚𝙨 𝙨𝙚𝙢𝙖𝙞𝙣𝙚𝙨 avec Charlotte Calemard  🌟
👉🏻 Si vous voulez être dans les premiers informés, mettez un “🎧” en commentaire ou envoyez-moi un message.

𝗟𝗲 “𝗽𝗮𝗿𝗰𝗼𝘂𝗿𝘀 𝗽𝗮𝘁𝗶𝗲𝗻𝘁 𝗽𝗮𝗿𝗳𝗮𝗶𝘁” 𝗻’𝗲𝘅𝗶𝘀𝘁𝗲 𝗽𝗮𝘀.
𝗘𝘁 𝗰’𝗲𝘀𝘁 𝘁𝗿è𝘀 𝗯𝗶𝗲𝗻 𝗰𝗼𝗺𝗺𝗲 ç𝗮.

En Suisse romande, on a un réflexe :
on veut bien faire.
On structure, on planifie, on standardise.

C’est une vraie force.
Mais parfois... ça nous joue des tours.

Parce qu’on finit par confondre le 𝗽𝗮𝗿𝗰𝗼𝘂𝗿𝘀 et le 𝘃é𝗰𝘂.

👉 Le parcours, c’est ce qu’on prévoit.
👉 Le vécu, c’est ce que le patient ressent.

Quand il a peur. Quand il a mal. Quand il ne comprend pas.

Et dans ces moments-là, il ne retient pas votre procédure.

Il retient :
👉 le regard qu’on lui a lancé
👉 la clarté (ou le flou) des explications
👉 l’attente, surtout si elle semblait injustifiée
👉 et combien de fois il a dû répéter la même chose pour qu’on l’écoute enfin

🧩 𝗟𝗲 𝘃𝗿𝗮𝗶 𝗴𝗮𝗽 𝗱’𝗲𝘅𝗽é𝗿𝗶𝗲𝗻𝗰𝗲 𝗲𝘀𝘁 𝗹à.

Pas dans les bonnes intentions.
Dans les micro-moments. Les détails. Les silences.

Pas dans les grandes intentions.
Dans les micro-moments.

C’est ce qu’on explore avec Charlotte Calemard  dans notre nouveau podcast 🎧 À l’unisson.

Deux regards, une même situation :
👀 celui du soignant
👂 celui du patient

Et à chaque fois, une action concrète à tester dès le lendemain.
Simple. Utile. Sans chichi.

👉 Si vous travaillez dans un hôpital, un centre de soins ou une direction qualité, suivez la série oupartagez-la à vos équipes. Ces discussions changent des choses.

#ParcoursPatient #ExpériencePatient #Santé #Soins #QualitéDesSoins #DesignDeServices #Hôpital #Empathie #LeadershipCare #ÀlUnisson

Conseil, formation et facilitation d'ateliers pour co-créer des expériences en santé qui renforcent la confiance, redonnent du sens aux soignants et apportent de la clarté aux parcours de soins !

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