Unlocking Future Growth: Partnering with Leaders in Healthcare 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

𝙒𝙖𝙞𝙩𝙞𝙣𝙜 𝙛𝙤𝙧 𝙩𝙝𝙚 𝙥𝙚𝙧𝙛𝙚𝙘𝙩 𝙢𝙤𝙢𝙚𝙣𝙩 𝙞𝙨 𝙘𝙤𝙨𝙩𝙞𝙣𝙜 𝙪𝙨 𝙥𝙧𝙤𝙜𝙧𝙚𝙨𝙨 𝙢𝙤𝙧𝙚 𝙩𝙝𝙖𝙣 𝙬𝙚 𝙧𝙚𝙖𝙡𝙞𝙯𝙚. 𝙃𝙚𝙧𝙚’𝙨 𝙝𝙤𝙬 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙘𝙖𝙣 𝙗𝙧𝙚𝙖𝙠 𝙩𝙝𝙚 𝙘𝙮𝙘𝙡𝙚.


𝗘𝘃𝗲𝗿𝘆 “𝘄𝗲’𝗿𝗲 𝘄𝗮𝗶𝘁𝗶𝗻𝗴” 𝘀𝗼𝘂𝗻𝗱𝘀 𝗿𝗲𝗮𝘀𝗼𝗻𝗮𝗯𝗹𝗲.

“We’re waiting on the data.”
“We’re waiting for alignment.”
“We’re waiting for the new strategy.”

But most of the time, that’s not the truth.

Every “we’re waiting” hides a decision no one dared to make.

Because if we decide, we can be wrong.
If we move, we can be blamed.
If we choose, someone will be unhappy.

So we stall.

- We spin up another working group.
- We ask for “more input.”
- We park it on the next agenda.

Meanwhile:
🤨Patients still walk through broken pathways
🤨 Staff keep working around the same problems
🤨Burnout grows while decisions sit in limbo

This isn’t a capacity problem.
𝗜𝘁’𝘀 𝗮 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

Decisions fall into the gaps between roles:
Too “operational” for executives.
Too “strategic” for middle managers.
Too “sensitive” for anyone to own.

So nothing moves.
And we call it “timing.”

Here’s where everything changes, when leadership actually sounds like this:

“I’ll make the call.”
“Here’s the trade-off we’re choosing.”
“We’ll adjust if needed, but we’re not waiting.”

If you want:
✅ Faster improvement
✅ Clearer priorities
✅ Less noise and rework

𝙔𝙤𝙪 𝙙𝙤𝙣’𝙩 𝙣𝙚𝙚𝙙 𝙢𝙤𝙧𝙚 𝙢𝙚𝙚𝙩𝙞𝙣𝙜𝙨.
𝙔𝙤𝙪 𝙣𝙚𝙚𝙙 𝙢𝙤𝙧𝙚 𝙙𝙚𝙘𝙞𝙨𝙞𝙤𝙣𝙨.

Next time you hear “we’re waiting,” ask yourself:

What decision are we avoiding?
And who’s going to own it?

Because delay is a decision too.
It just hides who made it.

Stop waiting. Lead.

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

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𝗘𝘃𝗲𝗿 𝘄𝗼𝗻𝗱𝗲𝗿 𝘄𝗵𝗮𝘁 𝘀𝗲𝘁𝘀 𝘁𝗵𝗲 𝗯𝗲𝘀𝘁 𝗻𝘂𝗿𝘀𝗲𝘀 𝗮𝗽𝗮𝗿𝘁 𝗶𝗻 𝗮 𝗯𝘂𝘀𝘆 𝗵𝗼𝘀𝗽𝗶𝘁𝗮𝗹?


It's not just their technical skills.
It's their ability to see what others miss.

That subtle shift in a patient’s behavior?
Most casually brush it off as “nothing.”

👉 But not nurses with sharp situational intelligence.
They observe, analyze, anticipate, and alert the team in time.

That’s the power of 𝗦𝗶𝘁𝘂𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲.
It’s about perceiving signals in a complex environment before things spiral out of control.

In healthcare, change management is no different.

Transformations involve new procedures, tools, or ways of working.

Teams that develop their SI catch resistance early, before it turns into a roadblock.

They adapt on the fly, suggest tweaks, and co-create solutions that really work.

A recent study shows that nurses with higher SI and resilience handle change better. 

They stay effective under pressure, avoid burnout, and keep patient care on track.

🔑 So, how do you build this superpower?

- Organize simulations and role-plays to experience new situations.
- Participate in debriefing workshops to analyze reactions and decisions.
- Engage in continuous training on risk anticipation and reading weak signals.
- And never stop learning.

Continuous training on risk anticipation and reading weak signals is what creates experts in this space.

If healthcare teams can sharpen their SI, they won’t just survive change,  they’ll lead it.

Are you ready to boost your team’s situational awareness?

Let’s make change happen smarter, together.

What’s your go-to method for staying ahead in complex environments?
Drop your thoughts below.



Want more real talk on leadership, culture, and patient care?

Join our Bee’z newsletter. Expect bold takes and honest conversations.
French or English — your call.

👉 in French: Link in comment
👉 in English: https://lnkd.in/e_GVbrCW


#SituationalIntelligence #ChangeManagementHealthcare #Leadership #BeezConsultingCH #Teamwork

𝗘𝘃𝗲𝗿 𝘀𝗮𝘁 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗮 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝗳𝗲𝗲𝗹𝘀 𝗹𝗶𝗸𝗲 𝗶𝘁’𝘀 𝗼𝗻 𝗹𝗼𝗼𝗽?



You walk in with good slides, good intentions.
The room feels safe.
Everyone nods but no one actually commits.

And then—𝘀𝗶𝗹𝗲𝗻𝗰𝗲.

“𝙇𝙚𝙩 𝙢𝙚 𝙘𝙝𝙚𝙘𝙠 𝙬𝙞𝙩𝙝 𝙢𝙮 𝙢𝙖𝙣𝙖𝙜𝙚𝙧.”
“𝙇𝙚𝙩’𝙨 𝙘𝙞𝙧𝙘𝙡𝙚 𝙗𝙖𝙘𝙠.”
Calendars fill up. People get busy.

The work seems active, but 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝗺𝗼𝘃𝗲𝘀.
You feel the momentum drain.

You see it in the side chats:
“Who is really deciding this?”
Trust starts to thin.
Time leaks away, silently.

And here's the truth:
𝙄𝙩'𝙨 𝙣𝙤𝙩 𝙨𝙠𝙞𝙡𝙡𝙨.
𝙄𝙩'𝙨 𝙢𝙞𝙙𝙙𝙡𝙚 𝙢𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩.

Here’s where everything changed for us:

We hit pause.

We picked one decision.
One owner.
One date.

We wrote a single page — options, risks, the call.
Shared it with the team.

Ten minutes later — decision made.

The project breathed again.

You could hear relief.
People leaned in.
Momentum returned.

My lesson?
- Leaders set the tone.
- Middles set the pace.
- And pace builds trust.

𝗡𝗲𝘅𝘁 𝘁𝗶𝗺𝗲 𝘆𝗼𝘂 𝗳𝗲𝗲𝗹 𝗮 𝘀𝘁𝗮𝗹𝗹 𝗰𝗼𝗺𝗶𝗻𝗴, 𝗮𝘀𝗸 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳:
𝗪𝗵𝗮𝘁'𝘀 𝗼𝗻𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗺𝗮𝗸𝗲 𝘁𝗼𝗱𝗮𝘆 𝘁𝗵𝗮𝘁 𝘀𝗵𝗶𝗳𝘁𝘀 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴?

𝘿𝙤𝙣’𝙩 𝙬𝙖𝙞𝙩.
𝙅𝙪𝙨𝙩 𝙙𝙚𝙘𝙞𝙙𝙚.

𝗧𝗵𝗲 𝗵𝗼𝘀𝗽𝗶𝘁𝗮𝗹 𝗺𝗼𝗱𝗲𝗹 𝗱𝗶𝗱𝗻’𝘁 𝗰𝗼𝗹𝗹𝗮𝗽𝘀𝗲 𝗼𝘃𝗲𝗿𝗻𝗶𝗴𝗵𝘁.
𝗜𝘁 𝗱𝗿𝗮𝗶𝗻𝗲𝗱 𝘀𝗹𝗼𝘄𝗹𝘆.


𝙊𝙛 𝙚𝙣𝙚𝙧𝙜𝙮. 𝙊𝙛 𝙢𝙚𝙖𝙣𝙞𝙣𝙜. 𝙊𝙛 𝙩𝙧𝙪𝙨𝙩.


For years, we called that 𝙧𝙚𝙨𝙞𝙡𝙞𝙚𝙣𝙘𝙚.
In reality, it was exhaustion wearing a mask.

Now, 𝗮 𝗾𝘂𝗶𝗲𝘁 𝗿𝗲𝘃𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗶𝘀 𝘁𝗮𝗸𝗶𝗻𝗴 𝘀𝗵𝗮𝗽𝗲.

Hospitals across Europe aren’t chasing size anymore.
They’re 𝗰𝗵𝗮𝘀𝗶𝗻𝗴 𝗽𝘂𝗿𝗽𝗼𝘀𝗲.

Fewer projects.
Clearer priorities.
Teams that go home less drained and more proud.

This isn’t about growth as expansion.
𝗜𝘁’𝘀 𝗴𝗿𝗼𝘄𝘁𝗵 𝗮𝘀 𝗰𝗼𝗵𝗲𝗿𝗲𝗻𝗰𝗲.
As care that finally breathes.

In Switzerland, we see leadership teams asking new questions:
Not “What do we build next?”
But “𝙒𝙝𝙖𝙩 𝙙𝙤 𝙬𝙚 𝙨𝙩𝙧𝙚𝙣𝙜𝙩𝙝𝙚𝙣 𝙣𝙤𝙬?”

And when that posture shifts, the whole system begins to move again..

Healthcare is changing.
So is trust.

What if the next chapter is built together, with purpose leading the way?

It’s time to focus on what truly matters.
Are you ready to lead the change?

🟡 Read the full piece and let’s start the conversation: https://lnkd.in/e2gF3KN7

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#leadership #leadership #leaders #innovation #transformation #leadership | Idris Guessous

(20) Iryna Wonikowska | LinkedIn

Talks about #agilemindset, #changemanagement, #culturaltransformation, #transforminghealthcare, and #organizationaltransformation

In NGOs and mission-driven organizations, engagement is huge.

But engagement alone isn’t enough when priorities shift every 48 hours ! ❌

What makes the difference ?

Rituals.

Simple. Visible. Regular.

✔ A 10-minute check-in to align urgent tasks.
✔ One person accountable for each field action.
✔ A quick roundtable: “what I’m doing / what’s blocking me.”
✔ A closed loop for every decision (no tasks left hanging).

These micro-rituals reduce misalignment and smooth coordination between field teams and HQ…

𝗜𝘁’𝘀 𝗮 𝘄𝗮𝘆 𝘁𝗼 𝗽𝗿𝗼𝘁𝗲𝗰𝘁 𝗶𝗺𝗽𝗮𝗰𝘁.

And when everyone knows what they need to do, energy comes back 😊

📧 Check our French Newsletter !	Link in comment
📧 Or ask to receive our English one 😃	https://lnkd.in/e_GVbrCW

#NGOs #MissionDriven #Leadership #Accountability

𝙈𝙤𝙨𝙩 𝙝𝙚𝙖𝙡𝙩𝙝𝙘𝙖𝙧𝙚 𝙘𝙪𝙡𝙩𝙪𝙧𝙚 𝙘𝙝𝙖𝙣𝙜𝙚𝙨 𝙛𝙖𝙞𝙡 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙬𝙚 𝙤𝙫𝙚𝙧𝙡𝙤𝙤𝙠 𝙬𝙝𝙤 𝙖𝙘𝙩𝙪𝙖𝙡𝙡𝙮 𝙤𝙬𝙣𝙨 𝙞𝙩. 𝙃𝙚𝙧𝙚'𝙨 𝙬𝙝𝙤 𝙨𝙝𝙤𝙪𝙡𝙙 𝙗𝙚 𝙞𝙣 𝙘𝙝𝙖𝙧𝙜𝙚.

Culture change in healthcare doesn’t fail because people “don’t like change.”

It fails because 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 own it.

𝗪𝗲 𝗵𝗮𝗻𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘁𝗼 𝘁𝗵𝗲 𝘁𝗼𝗽.
𝗕𝘂𝘁 𝗶𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗹𝗶𝘃𝗲𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗺𝗶𝗱𝗱𝗹𝗲.

Senior leaders set the vision.
Middle managers decide whether it ever leaves the slide deck.

They run the huddles.
They approve the schedules.
They handle the complaints.
They coach (or don’t) after hard shifts.

𝙏𝙝𝙖𝙩’𝙨 𝙬𝙝𝙚𝙧𝙚 𝙘𝙪𝙡𝙩𝙪𝙧𝙚 𝙞𝙨 𝙗𝙪𝙞𝙡𝙩. 𝙊𝙧 𝙗𝙧𝙤𝙠𝙚𝙣.

Here’s the problem:
Most middle managers aren’t treated like owners of culture.
They’re treated like traffic controllers.

Pass the message down.
Keep the lights on.
Hit the targets.

So they execute.
They don’t shape. 

And then we say “culture change is hard.”

It’s not hard.
It’s mis-assigned.

If you want culture to move, move ownership:

👉Give middle managers real authority over how work gets done
👉 Tie culture to how their teams are led, not just what’s on paper
👉 Hold them accountable for behavior, not just metrics

Hospitals are not changed by memos.
They’re changed by the people who run the corridors every day.

When middle managers own their part, culture stops being a campaign.
It becomes how things are done around here.

So be honest:
Are your middle managers leading the culture?
Or just passing on instructions?

𝙀𝙫𝙚𝙧 𝙣𝙤𝙩𝙞𝙘𝙚 𝙝𝙤𝙬 𝙗𝙞𝙜 𝙘𝙝𝙖𝙣𝙜𝙚 𝙤𝙛𝙩𝙚𝙣 𝙨𝙩𝙖𝙧𝙩𝙨 𝙬𝙞𝙩𝙝 𝙨𝙤𝙢𝙚𝙩𝙝𝙞𝙣𝙜 𝙩𝙞𝙣𝙮? 𝙇𝙚𝙩'𝙨 𝙧𝙚𝙫𝙞𝙚𝙬 𝙨 𝙜𝙧𝙚𝙖𝙩 𝙚𝙭𝙖𝙢𝙥𝙡𝙚 𝙛𝙧𝙤𝙢 𝙂𝙚𝙣𝙚𝙫𝙖 𝙐𝙣𝙞𝙫𝙚𝙧𝙨𝙞𝙩𝙮 𝙃𝙤𝙨𝙥𝙞𝙩𝙖𝙡 (𝙃𝙐𝙂)

This post if about how a simple card on a hospital ward is helping save the planet, one decision at a time. 

It’s brilliant. And it’s real.

No speech, no big announcement, just a small tool that’s quietly transforming how hospitals care for the planet.

The Geneva University Hospital’s eco initiative isn’t just another green strategy. It’s personal. Local. And it works because it empowers staff to act, instead of just telling them what to do.

They built a catalog of 44 simple worksheets, each one reviewing practices across three key areas:

- Environment
- Cost
- People

Then they let each ward pick what fits.

One neurological ward switches IV drugs to oral when safe.

Another cuts back on proton pump inhibitors used way beyond guidelines.

A different team reviews imaging choices or stops routine blood tests that add no value.

Nurses? They’re part of the change.

- Reducing disposable materials
- Smarter bedding changes
- More durable hygiene kits

No one expects nurses to become climate scientists. That’s where the eco cards come in.

Each card, co-created with clinicians, shows:

- What part of care it touches
- What to change and why
- The environmental and financial impact
- Clear steps
- Key indicators to track
- How many points the ward can earn if successful

An external team crunches the numbers.

Staff trust the cards—they know if they follow them, they’ll make a real difference.

And the best part? No rigid mandates. No penalties. Just voluntary action with a clear purpose.

All voluntary. No bonuses. No penalties.

Yet, eight months in, around 40 of 229 units have joined.

Twenty-one are already labeled.

When asked why teams jump in, a nurse said simply,
"Because we want to treat better. And at the same time, take care of the planet."

That’s ownership.

- The central team sets the frame.
- Builds a safe menu of actions.
- Support. Numbers. Light gamification.
- Then the ward chooses its fight.
- Runs the test.
- Learns from its own data.

If you lead a hospital, here’s your Monday filter:

Pick one unit.
Offer a few tested actions with clear cards.
Let the team choose what matters most.
Give them the time. The data. The space to see progress.

Same ward. Same staff.
A new sense of control.
It’s not about massive change.
It’s about small, smart, local wins.

And those wins add up to something big.

Are you ready to give your teams the power to change?

Because trust me, they want to.
And you’ll be surprised what they’ll do when they’re given the chance.

#WHC2025 #IHF #TransformingHealthcare #BeezConsultingCH

𝗪𝗵𝗲𝗻 𝗰𝗮𝗿𝗲 𝗳𝗼𝗿𝗴𝗲𝘁𝘀 𝗰𝗼𝘂𝗿𝗮𝗴𝗲, 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗴𝗲𝘁𝘀 𝗹𝗼𝘀𝘁.



After that last meeting, the room went silent.

Everyone nodded, everyone agreed.
On paper.

But beneath the surface?
Something felt off.

𝙉𝙤 𝙤𝙣𝙚 𝙨𝙖𝙞𝙙 𝙞𝙩 𝙤𝙪𝙩 𝙡𝙤𝙪𝙙.
𝘽𝙚𝙘𝙖𝙪𝙨𝙚 𝙞𝙣 𝙖 𝙢𝙞𝙨𝙨𝙞𝙤𝙣-𝙡𝙚𝙙 𝙤𝙧𝙜𝙖𝙣𝙞𝙯𝙖𝙩𝙞𝙤𝙣, 𝙣𝙤𝙗𝙤𝙙𝙮 𝙬𝙖𝙣𝙩𝙨 𝙩𝙤 𝙝𝙪𝙧𝙩 𝙛𝙚𝙚𝙡𝙞𝙣𝙜𝙨.
Nobody wants to confront.

𝗕𝘂𝘁 𝗮𝘃𝗼𝗶𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝘄𝗮𝘃𝗲𝘀 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝗺 𝗱𝗶𝘀𝗮𝗽𝗽𝗲𝗮𝗿.
𝗜𝘁 𝗷𝘂𝘀𝘁 𝗸𝗲𝗲𝗽𝘀 𝘂𝘀 𝘀𝘁𝘂𝗰𝗸.

So, we asked the leadership team one simple question:
𝙒𝙝𝙖𝙩 𝙞𝙛 𝙧𝙚𝙖𝙡 𝙘𝙖𝙧𝙚 𝙖𝙡𝙨𝙤 𝙢𝙚𝙖𝙣𝙩 𝙘𝙤𝙪𝙧𝙖𝙜𝙚?
𝙒𝙝𝙖𝙩 𝙞𝙛 𝙗𝙤𝙡𝙙𝙣𝙚𝙨𝙨 𝙬𝙖𝙨 𝙥𝙖𝙧𝙩 𝙤𝙛 𝙩𝙝𝙚 𝙢𝙞𝙨𝙨𝙞𝙤𝙣, 𝙩𝙤𝙤?

𝗪𝗲 𝗰𝗿𝗲𝗮𝘁𝗲𝗱 𝘀𝗽𝗮𝗰𝗲 for teams to test, stumble, learn.
𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗿𝗼𝗼𝗺𝘀 to practice.
𝗧𝗼𝗼𝗹𝘀 𝘁𝗼 𝗰𝗼𝗻𝗻𝗲𝗰𝘁 care with responsibility, empathy with clarity.

And little by little, things started to shift.

Conversations got real.

Values became visible in everyday actions.

And care?
It became courageous.

Now, empathy isn’t just indulgence.
It’s bravery.

𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮 𝘀𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁.
𝗜𝘁’𝘀 𝘄𝗵𝗮𝘁 𝘄𝗲 𝗱𝗼.

With courage.

Ready to turn your values into daily reflexes?
Let’s make care genuinely brave.


→ Discover how Bee’z helps mission-led and purpose-driven organizations turn values into daily reflexes.
Explore our projects → https://lnkd.in/eBDRWDqe

𝗕𝗹𝗮𝗺𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝗻 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗹𝗼𝗼𝗸𝘀 𝗵𝗮𝗿𝗺𝗹𝗲𝘀𝘀.
𝗨𝗻𝘁𝗶𝗹 𝘆𝗼𝘂 𝘀𝘁𝗲𝗽 𝗶𝗻 𝗶𝘁.

Then it 𝙙𝙧𝙖𝙜𝙨 you down.
𝙎𝙡𝙤𝙬𝙨 decisions.
𝙎𝙝𝙪𝙩𝙨 people up.
Ａｎｄ ｐａｔｉｅｎｔｓ ｐａｙ ｔｈｅ ｐｒｉｃｅ．

We say we want “learning.”
We say we want “safety.”
Then we ask, “Who messed up” instead of “What broke in the system.”

That’s not accountability.
That’s fear with a dress code.

Accountability is something else entirely.

It sounds like:
“I own my part.”
“Here’s what I’ll do differently.”
“Let’s fix the system, not the person.”

It feels like:

Clear expectations

Honest conversations

Leaders who go first

Teams who can speak up without bracing for impact

Blame asks, “Who failed”
Accountability asks, “How do we improve”

One protects egos.
The other protects patients.

If you want:

Engagement that’s real

Improvement that sticks

Teams that tell you the truth

You won’t get there with blame.

You get there with leaders who:

Own their role in every outcome

Invite tough feedback

Build skills for hard, fair conversations

Design change with staff, not at them

Blame is easy.
Accountability is work.

But only one builds a resilient, high-performing system that actually puts patients first.

So be honest with yourself:

Is your culture built on fear ⚠️
Or on ownership 💪

Make it accountability.

𝗘𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗴𝗲𝗱 𝘄𝗵𝗲𝗻 𝗵𝗲 𝘀𝘁𝗼𝗽𝗽𝗲𝗱 𝗳𝗶𝘅𝗶𝗻𝗴 𝗮𝗻𝗱 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴.


He wanted his team to step up.
Big goals, good values, strong people.

𝘉𝘶𝘵 𝘵𝘩𝘦 𝘳𝘰𝘰𝘮 𝘧𝘦𝘭𝘵 𝘵𝘪𝘨𝘩𝘵, 𝘩𝘦𝘢𝘷𝘺.
𝘘𝘶𝘪𝘤𝘬 𝘢𝘯𝘴𝘸𝘦𝘳𝘴. 𝘓𝘰𝘸 𝘰𝘸𝘯𝘦𝘳𝘴𝘩𝘪𝘱.

Not a skills gap. A climate thing.

So, he hit pause.

No speeches. No slides.

Just a shift in how he showed up.

He started with three simple questions:
- What’s getting in your way right now?
- What would help you feel more confident trying this?
- What’s one thing you’re proud of this week?

Week one: People opened up. 💬
Week two: They took small bets. 🎯
Week three: They owned the plan.

𝗢𝘂𝘁𝗽𝘂𝘁 𝘄𝗲𝗻𝘁 𝘂𝗽. 𝗧𝗿𝘂𝘀𝘁 𝗳𝗼𝗹𝗹𝗼𝘄𝗲𝗱.

𝗧𝗵𝗲 𝗺𝗼𝗼𝗱 𝘀𝗵𝗶𝗳𝘁𝗲𝗱.

First, safe. Then, fast. 🚀

𝙏𝙝𝙚 𝙡𝙚𝙨𝙨𝙤𝙣? 𝙈𝙖𝙣𝙖𝙜𝙚𝙧𝙨 𝙨𝙝𝙖𝙥𝙚 𝙩𝙝𝙚 𝙘𝙡𝙞𝙢𝙖𝙩𝙚 𝙞𝙣 𝙢𝙞𝙣𝙪𝙩𝙚𝙨, 𝙣𝙤𝙩 𝙢𝙤𝙣𝙩𝙝𝙨.

𝗔𝘀𝗸 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗶𝗻𝘃𝗶𝘁𝗲 𝗵𝗼𝗻𝗲𝘀𝘁𝘆.
𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗿𝗲𝗮𝗹 𝗰𝗵𝗮𝗻𝗴𝗲? 𝗜𝘁 𝘀𝘁𝗮𝗿𝘁𝘀 𝘄𝗶𝘁𝗵 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴.

What’s your next step to create space for your team?

𝗪𝗵𝗮𝘁 𝗶𝗳 𝘁𝗵𝗲 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝟰𝟴𝘁𝗵 𝗪𝗼𝗿𝗹𝗱 𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹 𝗖𝗼𝗻𝗴𝗿𝗲𝘀𝘀 𝗶𝗻 𝗚𝗲𝗻𝗲𝘃𝗮 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 𝗹𝗶𝗻𝗸 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗵𝗼𝘀𝗽𝗶𝘁𝗮𝗹'𝘀 𝗠𝗼𝗻𝗱𝗮𝘆 𝗯𝗿𝗲𝗮𝗸𝘁𝗵𝗿𝗼𝘂𝗴𝗵?


Last week, I spent four intense days immersed in ideas, strategies, and bold visions.

Now I’m asking: what if those ideas weren’t just impressive words, but the trigger for real change in your hospital?

Imagine walking into your hospital on Monday.
Same team, same budget, same urgent priorities.

But what if you viewed your challenge through a different lens?
𝙒𝙝𝙖𝙩 𝙞𝙛 𝙩𝙝𝙚 𝙒𝙤𝙧𝙡𝙙 𝙃𝙤𝙨𝙥𝙞𝙩𝙖𝙡 𝘾𝙤𝙣𝙜𝙧𝙚𝙨𝙨 𝙗𝙧𝙚𝙖𝙠𝙩𝙝𝙧𝙤𝙪𝙜𝙝𝙨 𝙘𝙤𝙪𝙡𝙙 𝙨𝙥𝙖𝙧𝙠 𝙖 𝙨𝙝𝙞𝙛𝙩 𝙩𝙝𝙖𝙩 𝙥𝙪𝙨𝙝𝙚𝙨 𝙮𝙤𝙪𝙧 𝙤𝙧𝙜𝙖𝙣𝙞𝙯𝙖𝙩𝙞𝙤𝙣 𝙗𝙚𝙮𝙤𝙣𝙙 𝙟𝙪𝙨𝙩 “𝙙𝙤𝙞𝙣𝙜 𝙬𝙝𝙖𝙩 𝙬𝙚 𝙖𝙡𝙬𝙖𝙮𝙨 𝙙𝙤”?

Dr. Muna Tahlak, president of the International Hospital Federation, reminded us that the global hospital community isn’t just sharing ideas, it's building a movement.
A movement centered on 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗮𝗰𝗿𝗼𝘀𝘀 𝗯𝗼𝗿𝗱𝗲𝗿𝘀, 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲𝘀, 𝗮𝗻𝗱 𝘀𝘆𝘀𝘁𝗲𝗺𝘀.
Not as a slogan, but as a call to action.

Pierre Maudet, Geneva’s health and mobility director, outlined three levers for real change:
- 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗲𝗱 𝗰𝗮𝗿𝗲 𝗻𝗲𝘁𝘄𝗼𝗿𝗸𝘀
- 𝗦𝗵𝗮𝗿𝗲𝗱 𝗱𝗮𝘁𝗮 𝗮𝗻𝗱 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲
- 𝗧𝗿𝘂𝘀𝘁 𝗮𝗺𝗼𝗻𝗴 𝗽𝘂𝗯𝗹𝗶𝗰, 𝗽𝗿𝗶𝘃𝗮𝘁𝗲, 𝗵𝗼𝘀𝗽𝗶𝘁𝗮𝗹, 𝗮𝗻𝗱 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝘁𝘆 𝘀𝗲𝗰𝘁𝗼𝗿𝘀

And then, Dr. Tedros from WHO highlighted something crucial: 
𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹𝘀 𝗮𝗿𝗲 𝗽𝗮𝗿𝘁 𝗼𝗳 𝗽𝗿𝗶𝗺𝗮𝗿𝘆 𝗰𝗮𝗿𝗲. 𝗧𝗵𝗲𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝗽𝗿𝗼𝘁𝗲𝗰𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗳𝗿𝗼𝗺 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗱𝗶𝘀𝘁𝗿𝗲𝘀𝘀, 𝗻𝗼𝘁 𝗽𝘂𝘀𝗵 𝘁𝗵𝗲𝗺 𝗶𝗻𝘁𝗼 𝗶𝘁.

All this in less than an hour.
Clear. Strong. Global.

But here’s the key: none of it matters if it stays stuck in Geneva.

So, hospital leaders, ask yourself:
- When you look at new pathways - say, from first cancer consult to treatment- are you using insights as filters?
- Or are you truly redesigning based on what others have learned?
- Are you sharing data and ideas across settings?
- Are you inviting patients into the process?

The difference?
It’s in the questions you ask on Monday morning.

Because real change happens when ideas from a global congress turn into on-the-ground actions.
One pathway, one decision, made with courage, and care.

𝗦𝗼, 𝘄𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝘆𝗼𝘂 𝗱𝗲𝗰𝗶𝗱𝗲 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲?
𝗜𝘁’𝘀 𝘁𝗶𝗺𝗲 𝘁𝗼 𝘁𝘂𝗿𝗻 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗶𝗻𝘁𝗼 𝗶𝗺𝗽𝗮𝗰𝘁.

Are you ready?

End the cycle of “we’ve always done it this way.”
Start the cycle of “what if we actually made a difference today?”

Because the future of healthcare isn’t waiting for the perfect agenda.

It’s waiting for leaders willing to ask bold questions and act with real courage.

Your move.
What change will you lead this week?


#WHC2025 #IHF #HUG #TransformingHealthcare #GlobalLearningLocalAction #BeezConsultingCH

Last week in Geneva, a quiet pattern kept repeating during the 𝗪𝗼𝗿𝗹𝗱 𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹 𝗖𝗼𝗻𝗴𝗿𝗲𝘀𝘀.

𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹𝘀 𝘀𝘁𝗼𝗽𝗽𝗲𝗱 𝗮𝗰𝘁𝗶𝗻𝗴 𝗮𝗹𝗼𝗻𝗲.
𝗧𝗵𝗲𝘆 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝘀𝗵𝗮𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗹𝗼𝗮𝗱.

At the 48th World Hospital Congress, the message was clear.
Use global insight as a Monday filter.
Change one pathway, one project, one decision.

Across sessions, the same shift showed up.

𝗥é𝘀𝗲𝗮𝘂 𝗕𝗹𝗲𝘂
- Five public hospitals, four cantons, one shared promise.
- Treat better without making the bill heavier.
- They pool specialist time, labs, logistics and purchasing.
- A stroke or cancer path can stretch across regions, not stop at borders.

𝗠𝗮𝘆𝗼 𝗖𝗹𝗶𝗻𝗶𝗰
- A virtual command center that runs like a ward.
- Teams support patients at home across a wide area.
- Monitors, “doctor in a box” kits and home visits keep hospital level care.
- Beds free up and staff work at the top of their skills, not just chasing tasks.

𝗕𝗮𝗿𝗰𝗲𝗹𝗼𝗻𝗮. 𝗘𝗻𝗱𝗼 𝗛𝗲𝗮𝗹𝘁𝗵
- A new model of care for endometriosis.
- City, clinicians, and women living with pain in the same room.
- They map the full life impact. work, family, mental health.
- Care plans shift from “manage symptoms” to “help me live my life again.”

𝗚𝗲𝗻𝗼𝗹𝗶𝗲𝗿 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗛𝘂𝗯
- A clinic that turns into a living lab.
- Engineers, residents, and doctors train together on real tech.
- Industry partners do not just ship machines, they stay to learn and adapt.
- Safer use, faster feedback, fewer shiny tools gathering dust.

𝘿𝙞𝙛𝙛𝙚𝙧𝙚𝙣𝙩 𝙘𝙤𝙪𝙣𝙩𝙧𝙞𝙚𝙨.
𝘿𝙞𝙛𝙛𝙚𝙧𝙚𝙣𝙩 𝙨𝙚𝙩𝙩𝙞𝙣𝙜𝙨.
𝙎𝙖𝙢𝙚 𝙙𝙞𝙧𝙚𝙘𝙩𝙞𝙤𝙣.

From buildings to 𝙣𝙚𝙩𝙬𝙤𝙧𝙠𝙨.
From acts to 𝙥𝙖𝙩𝙝𝙨.
From the business of illness to 𝙨𝙝𝙖𝙧𝙚𝙙 𝙫𝙖𝙡𝙪𝙚 𝙛𝙤𝙧 𝙥𝙖𝙩𝙞𝙚𝙣𝙩𝙨, 𝙨𝙩𝙖𝙛𝙛, 𝙖𝙣𝙙 𝙥𝙖𝙮𝙚𝙧𝙨.

For hospital leaders, this is the real Geneva takeaway.

𝗬𝗼𝘂 𝗱𝗼 𝗻𝗼𝘁 𝗻𝗲𝗲𝗱 𝗮 𝗴𝗶𝗮𝗻𝘁 𝗿𝗲𝗳𝗼𝗿𝗺 𝘁𝗼 𝘀𝘁𝗮𝗿𝘁.
𝗬𝗼𝘂 𝗻𝗲𝗲𝗱 𝗼𝗻𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝘄𝗵𝗲𝗿𝗲 𝘆𝗼𝘂 𝘀𝘁𝗼𝗽 𝗮𝗰𝘁𝗶𝗻𝗴 𝗮𝗹𝗼𝗻𝗲.

Same pressures.
Same budget.
Different choice.

#WHC2025 #IHF #TransformingHealthcare #BeezConsultingCH

𝗧𝗵𝗲 𝗣𝗮𝘆 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 𝗗𝗶𝗿𝗲𝗰𝘁𝗶𝘃𝗲 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗰𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲—𝗶𝘁’𝘀 𝗮 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗰𝗮𝘁𝗮𝗹𝘆𝘀𝘁.
𝘼𝙧𝙚 𝙮𝙤𝙪 𝙧𝙚𝙖𝙙𝙮 𝙩𝙤 𝙡𝙚𝙖𝙙 𝙛𝙧𝙤𝙢 𝙩𝙝𝙚 𝙛𝙧𝙤𝙣𝙩?

Most HR leaders I speak with are aware of the 𝗘𝗨 𝗣𝗮𝘆 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 𝗗𝗶𝗿𝗲𝗰𝘁𝗶𝘃𝗲 𝗰𝗼𝗺𝗶𝗻𝗴 𝗶𝗻 𝟮𝟬𝟮𝟲.

Fewer are prepared to use it as a 𝙡𝙚𝙫𝙚𝙧 𝙛𝙤𝙧 𝙩𝙧𝙪𝙨𝙩, 𝙘𝙪𝙡𝙩𝙪𝙧𝙚, 𝙖𝙣𝙙 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙖𝙡𝙞𝙜𝙣𝙢𝙚𝙣𝙩.

This new regulation may feel like a compliance burden. But it's also an invitation—to make your values visible, and your leadership more human.

On 𝗗𝗲𝗰𝗲𝗺𝗯𝗲𝗿 𝟰𝘁𝗵, I’ll be co-hosting a live webinar with Finders  to go beyond the legalities:

✅ What the Directive requires
✅ What it reveals about organisational values
✅ How to turn pay transparency into a trust-building tool

If you're in 𝗛𝗥, this is 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗽𝗼𝗹𝗶𝗰𝘆—it's about 𝘁𝗵𝗲 𝗸𝗶𝗻𝗱 𝗼𝗳 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻 𝘆𝗼𝘂 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗯𝗲.

🔗 𝗦𝗮𝘃𝗲 𝘆𝗼𝘂𝗿 𝘀𝗲𝗮𝘁 (𝗮𝗻𝗱 𝗴𝗲𝘁 𝗮 𝗳𝗿𝗲𝗲 𝟯𝟬-𝗺𝗶𝗻 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗰𝗮𝗹𝗹): LINK IN COMMENT

➡️ What’s the biggest challenge your organisation faces when it comes to transparency? 
Drop a comment or DM—I’m curious.


Linda Jaquillard Maryam Bussard Marina Macchion Binétruy

Finders

Director at Finders SA

Founder at Pulse Marketing

Administrative Assistant

𝙏𝙝𝙚 𝘿𝙀𝙋 𝙞𝙨 𝙧𝙚𝙘𝙤𝙣𝙫𝙚𝙧𝙩𝙞𝙣𝙜. 
𝙉𝙚𝙬 𝙟𝙤𝙗 𝙙𝙚𝙨𝙘𝙧𝙞𝙥𝙩𝙞𝙤𝙣. 𝙎𝙖𝙢𝙚 𝙥𝙪𝙧𝙥𝙤𝙨𝙚. 𝘽𝙚𝙩𝙩𝙚𝙧 𝙛𝙞𝙩.
𝙏𝙝𝙞𝙣𝙠 𝙘𝙖𝙧𝙚𝙚𝙧 𝙘𝙝𝙖𝙣𝙜𝙚, 𝙣𝙤𝙩 𝙘𝙧𝙞𝙨𝙞𝙨.

𝗠𝗶𝘀𝘀𝗶𝗼𝗻: 
Follow the patient, wherever care happens.

𝗦𝗰𝗼𝗽𝗲:
1) Hold the essentials in one place.
2) Work in clinic, at home, in emergency.
3) Connect with hospitals, practices, pharmacies.

𝗖𝗼𝗿𝗲 𝗱𝘂𝘁𝗶𝗲𝘀:
- End the PDF treasure hunt.
- Sync data without copy-paste.
- Show clearly who sees what.
- Keep consent simple, keep opt-out clear.
- Keep meds, labs, letters, vaccines current.
- Move fast when seconds count.

𝗘𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝗼𝘂𝘁𝗽𝘂𝘁𝘀:
- Clean view per patient.
- Live meds and allergy lists.
- Discharge notes people can read.
- A full access log: Who. When. Why.

𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲
- Run by the Confederation.
- Backed by cantons and community teams.
- Name a data owner in each unit.

𝗞𝗣𝗜𝘀
- Fewer “can you resend that”.
- Fewer repeats of the same story.
- Fewer duplicate tests.
- Faster find time in a crisis.

𝗪𝗵𝗮𝘁 𝘀𝘂𝗰𝗰𝗲𝘀𝘀 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲:
- Quieter printers and calmer halls.
- More time with patients and less time chasing files.
- Trust that grows because the basics work.

𝗦𝗼 𝘄𝗵𝗮𝘁 𝗮𝗿𝗲 𝘄𝗲 𝗿𝗲𝗮𝗹𝗹𝘆 𝘀𝗲𝗲𝗶𝗻𝗴 𝗵𝗲𝗿𝗲?
- We tried opt-in. Uptake stayed low. Complexity won.
- This is a reset with intent. Default-on, opt-out intact. 
- One platform under Bern. Data kept in Switzerland. A path to 2030.
- The shift matters as much as the spec. Leaders listened, debated, and corrected course instead of pushing a model that limped at birth.

𝗪𝗵𝘆 𝗪𝗲 𝗟𝗶𝗸𝗲 𝗧𝗵𝗶𝘀 𝗮𝘁 𝗕𝗲𝗲’𝘇
- It matches how we work: Listen. Reflect. Adapt together.
If the field shows the design does not serve users, change it. Even if it means rewriting the plan.
- Co-own the brief: Bring patients, clinicians, community into the room. 
- Iterate as needed: Keep what helps. Drop what does not.


Do this, and reconversion stops being policy. It becomes practice.

Safer handovers. Clearer rights. Time back for care.

𝙒𝙧𝙞𝙩𝙞𝙣𝙜 𝙫𝙖𝙡𝙪𝙚𝙨 𝙞𝙨 𝙚𝙖𝙨𝙮.
𝙁𝙧𝙖𝙢𝙞𝙣𝙜 𝙩𝙝𝙚𝙢? 𝙏𝙝𝙖𝙩’𝙨 𝙖 𝙥𝙞𝙚𝙘𝙚 𝙤𝙛 𝙘𝙖𝙠𝙚.
𝙋𝙧𝙞𝙣𝙩𝙞𝙣𝙜 𝙩𝙝𝙚𝙢 𝙤𝙣 𝙬𝙖𝙡𝙡𝙨? 𝘿𝙤𝙣𝙚 𝙩𝙝𝙖𝙩 𝙩𝙤𝙤.

But unless people actually live them, those words fade into pretty decor.

In one mission-led organization, three values stood tall: 
Excellence. Responsibility. Care.

Everyone could quote them.
Few could feel them.

𝗣𝗲𝗼𝗽𝗹𝗲 𝗰𝗮𝗿𝗲𝗱 𝗱𝗲𝗲𝗽𝗹𝘆 — 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗺𝗶𝘀𝘀𝗶𝗼𝗻, 𝘁𝗵𝗲𝗶𝗿 𝘁𝗲𝗮𝗺𝘀, 𝘁𝗵𝗲𝗶𝗿 𝗶𝗺𝗽𝗮𝗰𝘁.
𝗕𝘂𝘁 𝘄𝗵𝗲𝗻 𝘁𝗵𝗶𝗻𝗴𝘀 𝗴𝗼𝘁 𝘁𝗼𝘂𝗴𝗵, 𝘁𝗵𝗲 𝗮𝘁𝗺𝗼𝘀𝗽𝗵𝗲𝗿𝗲 𝘀𝗵𝗶𝗳𝘁𝗲𝗱.

Suddenly, it was blame or silence. No in-between.

“𝗖𝗮𝗿𝗲” 𝗯𝗲𝗰𝗮𝗺𝗲 𝗮 𝘀𝗵𝗶𝗲𝗹𝗱.
A polite way to dodge hard truths.

𝗧𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗲𝗮𝗺 𝗱𝗲𝗰𝗶𝗱𝗲𝗱 𝗲𝗻𝗼𝘂𝗴𝗵 𝘄𝗮𝘀 𝗲𝗻𝗼𝘂𝗴𝗵.
They wanted “care” to mean courage again.

So, we helped them turn words into habits.

Workshops that made the invisible visible.
Culture Labs where people could practice, reflect, and learn.
A circle of champions committed to keeping it alive.

Slowly, the tone shifted.
Conversations became honest.
Responsibility no longer felt risky.
And care? It became courageous.

Now, excellence isn’t a pressure.
It’s a pride.
Responsibility isn’t a threat.
It’s a reflex.

Culture isn’t something you announce.
It’s something you practice — every single day.

If you’re tired of empty values, let’s talk about turning words into a daily reflex.

Because real change happens when values aren’t just written — they’re lived.

👉 See how Bee’z helps mission-led organisations turn values into daily reflexes: https://lnkd.in/eBDRWDqe

𝗠𝗼𝗻𝗱𝗮𝘆, 𝟬𝟴:𝟬𝟬. 𝗧𝗵𝗲 𝘄𝗮𝗿𝗱 𝗯𝗿𝗲𝗮𝘁𝗵𝗲𝘀.
𝗡𝗼 𝗻𝗲𝘄 𝘀𝘁𝗮𝗳𝗳. 𝗡𝗼 𝗻𝗲𝘄 𝗯𝘂𝗱𝗴𝗲𝘁.
𝗧𝗵𝗿𝗲𝗲 𝘀𝗶𝗺𝗽𝗹𝗲 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 𝗺𝗮𝗱𝗲 𝗶𝘁 𝗵𝗮𝗽𝗽𝗲𝗻…

Close your eyes and see it: 
- phones soften, 
- voices steady, 
- patients on time.

Now rewind and set up the test that makes it real: 𝗼𝗻𝗲 𝘄𝗮𝗿𝗱 𝗳𝗼𝗿 𝘁𝘄𝗲𝗹𝘃𝗲 𝘄𝗲𝗲𝗸𝘀, 𝗼𝘄𝗻𝗲𝗱 𝗯𝘆 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺.

𝗖𝗛𝗔𝗡𝗚𝗘 𝟭 | 𝗦𝗘𝗘 𝗧𝗛𝗘 𝗪𝗢𝗥𝗞
- Map the journey on one wall where everyone can see it.
- Mark the waits, the rework, and the risky handovers.
- Choose one key improvement point to fix first. Only one.
- 𝘝𝘪𝘴𝘶𝘢𝘭 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵: make status obvious at a glance. 
If a discharge is stuck, an amber marker appears so anyone can help unblock it.

𝗖𝗛𝗔𝗡𝗚𝗘 𝟮 | 𝗦𝗘𝗧 𝗧𝗛𝗘 𝗥𝗬𝗧𝗛𝗠 (𝗱𝗮𝗶𝗹𝘆 𝗮𝗻𝗱 𝘄𝗲𝗲𝗸𝗹𝘆)
1) Daily: 
- Start a five-minute shift huddle.
- Ask three questions: What is blocked? Who owns it? By when?
- Standard Work for Huddles: same script, faster decisions.

2) Weekly: 
- Use Plan–Do–Study–Act: Run one small experiment each week; keep what works; drop what does not.

𝗖𝗛𝗔𝗡𝗚𝗘 𝟯 | 𝗣𝗥𝗢𝗧𝗘𝗖𝗧 𝗣𝗘𝗢𝗣𝗟𝗘'𝗦 𝗘𝗡𝗘𝗥𝗚𝗬
- Keep the roster humane: protect breaks and limit split shifts.
- Swap patterns, not people.
- Lighten paperwork: template what repeats and auto-fill standard fields.
- Load Leveling: spread tough shifts fairly so the same people do not carry the same load.

𝗪𝗛𝗔𝗧 𝗬𝗢𝗨 𝗪𝗜𝗟𝗟 𝗦𝗘𝗘 𝗡𝗘𝗫𝗧
- Week 2: fewer escalations and calmer mornings.
- Week 4: lighter weekends and fairer swaps.
- Week 8: faster settling for new colleagues.
- Week 12: smoother flow, quieter nights, patients seen on time.

𝙋𝙬𝘾’𝙨 𝙎𝙬𝙞𝙨𝙨 𝙃𝙤𝙨𝙥𝙞𝙩𝙖𝙡𝙨 2024 report points to a steady truth: 𝙥𝙧𝙚𝙨𝙨𝙪𝙧𝙚 𝙬𝙞𝙡𝙡 𝙧𝙚𝙢𝙖𝙞𝙣, 𝙨𝙤 𝙘𝙖𝙥𝙖𝙘𝙞𝙩𝙮 𝙢𝙪𝙨𝙩 𝙘𝙤𝙢𝙚 𝙛𝙧𝙤𝙢 𝙝𝙤𝙬 𝙬𝙚 𝙬𝙤𝙧𝙠.

If that is the baseline, what would happen if you ran this 12-week reset in one ward of your hospital—starting next Monday?


✨ 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: Link in comment
👉 in English: https://lnkd.in/e_GVbrCW

When care forgot courage  
And how one organization brought its values back to life.  

🔇𝗦𝗶𝗹𝗲𝗻𝗰𝗲 🔇

The meeting had just ended.  
Everyone nodded.  
Everyone agreed.  

At least, on the surface.  

But behind the polite smiles, something felt off.  
𝗡𝗼 𝗼𝗻𝗲 𝗵𝗮𝗱 𝗱𝗮𝗿𝗲𝗱 𝘁𝗼 𝘀𝗮𝘆 𝘄𝗵𝗮𝘁 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘀𝗲𝗻𝘀𝗲𝗱.  

Because in this healthcare organization, care often meant 𝙖𝙫𝙤𝙞𝙙𝙞𝙣𝙜 𝙙𝙞𝙨𝙘𝙤𝙢𝙛𝙤𝙧𝙩.  

𝘿𝙤𝙣’𝙩 𝙪𝙥𝙨𝙚𝙩. 𝘿𝙤𝙣’𝙩 𝙘𝙤𝙣𝙛𝙧𝙤𝙣𝙩. 𝙎𝙩𝙖𝙮 “𝙣𝙞𝙘𝙚.” 
 
Until “nice” started to slow everything down.  

So together with the leadership team, we asked one question:  
𝗪𝗵𝗮𝘁 𝗶𝗳 𝘁𝗿𝘂𝗲 𝗰𝗮𝗿𝗲 𝗮𝗹𝘀𝗼 𝗺𝗲𝗮𝗻𝘁 𝗰𝗼𝘂𝗿𝗮𝗴𝗲? 💪  

From there, we helped teams TURN WORDS INTO ACTION:  

𝗜𝗺𝗺𝗲𝗿𝘀𝗶𝘃𝗲 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽𝘀 to translate values into visible behaviors,  
𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗿𝗼𝗼𝗺𝘀 to test, feel, and learn,  
And a 𝗻𝗲𝘁𝘄𝗼𝗿𝗸 𝗼𝗳 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗰𝗵𝗮𝗺𝗽𝗶𝗼𝗻𝘀 to sustain the shift.  

Slowly, the air in the room changed. 🌬️  

Conversations got real.  

Values became visible.  

And care became courageous.  

Today, 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 isn’t a concept, 𝗶𝘁’𝘀 𝗮 𝗿𝗲𝗳𝗹𝗲𝘅.  
𝗖𝗮𝗿𝗲 no longer means comfort, it means 𝗰𝗼𝘂𝗿𝗮𝗴𝗲. 💙  
And 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 isn’t pressure, it’s 𝘀𝗵𝗮𝗿𝗲𝗱 𝗽𝗿𝗶𝗱𝗲.  

Because culture isn’t a statement.  
It’s a shared act that is renewed every day.  

→ Discover how Bee’z helps healthcare, pharma, and life sciences organizations turn values into living behaviors and shared accountability.  

Explore our projects → Link in comment

🪄 𝗨𝗻 𝗺𝗲𝗻𝘁𝗮𝗹𝗶𝘀𝘁𝗲 𝗾𝘂𝗶 𝗱𝗲𝘃𝗶𝗻𝗲 𝗰𝗲 𝗾𝘂𝗲 𝘃𝗼𝘂𝘀 𝗽𝗲𝗻𝘀𝗲𝘇 ?


Ce n’est pas une promesse RH farfelue, c’est le programme de notre 𝘀𝗼𝗶𝗿é𝗲 𝗱𝗲 𝗳𝗶𝗻 𝗱’𝗮𝗻𝗻é𝗲 𝗛𝗥 𝗩𝗮𝘂𝗱, le 𝟯 𝗱é𝗰𝗲𝗺𝗯𝗿𝗲 à 𝗣𝗹𝗮𝘁𝗲𝗳𝗼𝗿𝗺𝗲 𝟭𝟬, 𝗟𝗮𝘂𝘀𝗮𝗻𝗻𝗲.

Chaque année, ce rendez-vous marque une pause bienvenue :
- On déconnecte des urgences, 
- on échange autrement... et 
- on (re)découvre la richesse de notre communauté RH.

👉 L'é𝗱𝗶𝘁𝗶𝗼𝗻 𝟮𝟬𝟮𝟱 de la Soirée de Noel de HR Vaud 𝘀’𝗮𝗻𝗻𝗼𝗻𝗰𝗲 𝗶𝗻𝗼𝘂𝗯𝗹𝗶𝗮𝗯𝗹𝗲 :

- Un 𝙘𝙤𝙘𝙠𝙩𝙖𝙞𝙡 𝙙î𝙣𝙖𝙩𝙤𝙞𝙧𝙚 pour célébrer une année bien remplie

- Une 𝙥𝙚𝙧𝙛𝙤𝙧𝙢𝙖𝙣𝙘𝙚 𝙞𝙢𝙢𝙚𝙧𝙨𝙞𝙫𝙚 de Hervé Troccaz, magicien et mentaliste digital

- Et surtout, des échanges vrais, dans une 𝗮𝗺𝗯𝗶𝗮𝗻𝗰𝗲 𝗱é𝘁𝗲𝗻𝗱𝘂𝗲 𝗲𝘁 𝗳𝗲𝘀𝘁𝗶𝘃𝗲

💬 En tant que membre du comité – aux côtés de Serge Claus, Patrick Zwahlen, Alberto Imondi, Laurent Tornare Anthony Sorlin, Andrea Collins, Carolina Cavicchia Cindy Wirth (-Chevrier) et Rafael Jorge – je me réjouis d’y être… et surtout de vous y retrouver.

C’est le bon moment pour partager, rire, créer du lien… sans SIRH ni CV à trier 😄

🎟️ Les places partent vite (120 max). 

Lien d’inscription en commentaire.

Et si vous n’êtes pas encore membre HR Vaud, c’est peut-être l’occasion de combiner découverte et célébration 😉

À très vite,
#HRVaud #RessourcesHumaines #SoiréeRH #Networking #CommunautéRH

HR Vaud

🎤 Maître de cérémonie et Magicien mentaliste | Spécialiste des événements de prestige dans le luxe ✨ | 15 ans d’expertise journalistique au service d’expériences sur mesure

Education & Training Manager SUISSENÉGOCE - Président HR Vaud

🚀 Passionné de ressources humaines ⭐️ Head of Romandie ⭐️ Vice-président HR Vaud ⭐️ HR Barcamp Organizer ⭐️ ⭐️ Pile électrique 🚀

Directeur GF Audit SA

Head of Sourcing, Recruiting & Talents at Swiss Post

Snr Associate Director supporting HR professionals finding their next professional challenge

Senior HR Director - Kudelski Security & IoT EMEA

Talent Strategy Professional | HR Director | Organization & Culture | Talent Management | Board member | Coach | Facilitator | Certified Agile

Spécialiste RH en recrutement / Agroscope

Responsable RH de Région

Your team will never say, “We’re waiting for permission.”

They don’t have to.

You can see it in how the work moves.
Or doesn’t.

When people are stuck in permission mode, momentum dies long before anyone uses the word “stuck.”

Here are 3 signs your team is waiting for permission:

1. Every road leads back to you
Not just for big calls.
For tiny, fix-it-today decisions.
If you’re the answer to everything, they’re not confused.
They’re scared to own the outcome.

2. They bring problems, not options
You hear what’s wrong.
You rarely hear, “Here’s what I think we should do.”
That’s not laziness.
That’s a team that learned it’s safer to escalate than to decide.

3. “We’re just waiting...” becomes a way of life
Waiting on clarity.
Waiting on sign-off.
Waiting on alignment.
Underneath all of it
A decision no one wants to touch.

Here’s the uncomfortable truth:

If your team is waiting for permission, permission became a requirement.

Not on paper.
In practice.

Through how you respond.
How fast you jump in.
Who gets corrected.
What gets praised.
What gets quietly taken back when it’s “not quite right.”

How to break the permission trap:

Make ownership the default expectation

Ask, “What do you recommend” before you give any answer

Stop rescuing decisions just because they feel messy

Praise thoughtful initiative louder than flawless execution

Teams don’t suddenly “step up.”
They expand into the space leaders leave open.

So be honest:

Are you building owners
Or training good approvers

𝗦𝘄𝗶𝘁𝘇𝗲𝗿𝗹𝗮𝗻𝗱’𝘀 𝗗𝗘𝗣 𝗶𝘀 𝗿𝗲𝗰𝗼𝗻𝘃𝗲𝗿𝘁𝗶𝗻𝗴.


𝙒𝙚 𝙩𝙧𝙞𝙚𝙙 𝙤𝙥𝙩 𝙞𝙣. 
𝙐𝙨𝙚 𝙨𝙩𝙖𝙮𝙚𝙙 𝙡𝙤𝙬. 
𝙒𝙚 𝙡𝙚𝙖𝙧𝙣𝙚𝙙.

The problem? Too many barriers.
Patients overwhelmed with options.
Consent processes complicated.

𝙒𝙝𝙖𝙩 𝙩𝙝𝙚𝙮 𝙙𝙞𝙙 𝙣𝙚𝙭𝙩?
𝙏𝙝𝙚𝙮 𝙧𝙚𝙬𝙧𝙤𝙩𝙚 𝙩𝙝𝙚 𝙬𝙝𝙤𝙡𝙚 𝙩𝙝𝙞𝙣𝙜.

Follow the patient’s journey.
One clear spot for the essentials.
Easy access.
Simple, straightforward consent.

The results?
Fewer repeats.
Less duplication.
Faster response times in a crisis.

It’s a perfect example:
𝙒𝙝𝙚𝙣 𝙮𝙤𝙪 𝙨𝙩𝙧𝙞𝙥 𝙙𝙤𝙬𝙣 𝙘𝙤𝙢𝙥𝙡𝙚𝙭𝙞𝙩𝙮 𝙖𝙣𝙙 𝙛𝙤𝙘𝙪𝙨 𝙤𝙣 𝙬𝙝𝙖𝙩 𝙧𝙚𝙖𝙡𝙡𝙮 𝙢𝙖𝙩𝙩𝙚𝙧𝙨 (𝙩𝙝𝙚 𝙥𝙖𝙩𝙞𝙚𝙣𝙩 𝙞𝙣 𝙩𝙝𝙞𝙨 𝙘𝙖𝙨𝙚), 𝙩𝙝𝙚 𝙗𝙚𝙣𝙚𝙛𝙞𝙩𝙨 𝙛𝙤𝙡𝙡𝙤𝙬.

𝗪𝗮𝗻𝘁 𝘁𝗼 𝘀𝗲𝗲 𝘁𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲?
𝗪𝗮𝘁𝗰𝗵 𝘁𝗵𝗲 𝘃𝗶𝗱𝗲𝗼 𝗮𝗻𝗱 𝘀𝗲𝗲 𝗵𝗼𝘄 𝘀𝗺𝗮𝗹𝗹 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 𝗰𝗮𝗻 𝗺𝗮𝗸𝗲 𝗮 𝗯𝗶𝗴 𝗶𝗺𝗽𝗮𝗰𝘁.

Time to rethink how we do patient engagement.
Are you ready to make it simpler?

I grew up in Stockholm and in the country side,  with sports and nature, during winter went by skis to school, and since been an active competitor in skiing and still do veteran championships. 

My professional international career, sports promotion, until the choice came to explore my passion motivating people, Started 1982/83 motivation camps in Flims, the Swiss Alps. 
This brought me to continuation education in psychophysiology, biofeedback, breathing and the body/mind interaction and leading-self skills. 

I got married to my lovely wife Anita and today we have three kids. 

As a competitor I had to learn to manage the ability to “take ownership under pressure and change”, stay engaged and develop self-drive for a purposeful desire to perform at best and act proactively to better detect potential problems and solve them before they occur. This fundamental knowledge I have used in research, therapy, training and coaching of executives and corporate professionals with success.   

I work today to incorporate human health technologies with behavioural medicine techniques in people development for cost effective health programs to corporations. The purpose is to  engaging employee in a daily 7 minutes self-assessment, teach them how to cure unhealthy patterns and train them in sustainable healthy performance using an app that puts health in their hands where every they are at any time.

This autumn 2022 I will re-start conducting seminars for leaders on Orchestrating Healthy Performance and Active Burnout Recovery, linking real-time physiology measures that adds new dimensions for applied learning to take performance and health to the next level, and walk the talk by act as a role model for their teams. 

My learned skills comes from being an athlete, studied psycho-physiology at Webster, Behavioural Physiology Institute,Harvard Medical School, and Saybrook University, and trained and coached over 5000 executive and manager in large corporations.

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SILVINA LAYANI

Chris Christiansson

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Chris Christiansson

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