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EDITORIAL
Year : 2017  |  Volume : 5  |  Issue : 3  |  Page : 127-128

The commission in 2020: A transformation journey worth taking!


1 Secretary General, Saudi Commission for Health Specialties, Riyadh, Kingdom of Saudi Arabia
2 Nursing Education and Practice Development, Saudi Commission for Health Specialties, Riyadh, Kingdom of Saudi Arabia

Date of Web Publication12-Jul-2017

Correspondence Address:
Ayman A Abdo
The Saudi Commission for Health Specialties, 6591 Samhah St, Al Safarat, Riyadh 12511
Kingdom of Saudi Arabia
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DOI: 10.4103/jhs.JHS_56_17

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How to cite this article:
Abdo AA, Bodrick MM. The commission in 2020: A transformation journey worth taking!. J Health Spec 2017;5:127-8

How to cite this URL:
Abdo AA, Bodrick MM. The commission in 2020: A transformation journey worth taking!. J Health Spec [serial online] 2017 [cited 2017 Aug 17];5:127-8. Available from: http://www.thejhs.org/text.asp?2017/5/3/127/210436

There is no doubt that the world we are living in today is going through major transformation; so much so that transformation is becoming the norm. The destination for our collective journey of transformation in Saudi Arabia is Vision 2030. It is clear that the Saudi Commission for Health Specialties (SCFHS) sits at significant crossroads that influence major aspects of healthcare governance and operations with its essential roles in education to provide future competent and safe healthcare professionals, as well as its role in governing practice of practitioners through registration, credentialing and continuing professional development. It follows that the SCFHS will have to play a pivotal role in the transformation journey of the healthcare sector. To this intent for a new horizon by 2020, we have spent an inordinate amount of time and effort during the past year trying to define and outline the contribution of the SCFHS in achieving and enabling this vision and are truly pleased with the product of our soul-searching exercise [Figure 1].
Figure 1: The Saudi Commission for Health Specialties towards 2020: Purpose, Change Themes, Operational Pillars and Values

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Our transformation plan has eight change themes and five operations pillars. The change themes that will drive the transformation are (1) becoming client focused, (2) community engagement, (3) patient safety focus, (4) becoming a corporate organization, (5) digital transformation, (6) being data driven, (7) becoming a commission for all and (8) being employee advocates. In all these areas, we have established ambitious plans that will put the SCFHS well ahead on the journey to success. All the change themes have been translated into programmes and projects that will be executed through our main operational pillars: education (increasing capacity and improving quality), credentialing (total redesign and process improvement), continuing professional practice, healthcare associations and rebranding.

However, it is crucial that as an organisation, we plot our pathway on the journey being mindful of enablers that are necessary to facilitate the journey. The enablers [1] are (1) leadership, (2) strategy, (3) people, (4) partnerships and resources and (5) processes, products and services. Enablers of transformation thrive in a situational context that promotes movement towards fulfilling purpose. Pemsel et al.,[2] identified three characteristics of organisational enablers that portray the situational context. These are (1) flexibility, (2) stability and (3) alignment. Flexibility represents the cognitive capacity to adjust to changing demands and requirements that embrace structural and process flexibility that are necessary for implementing transformation methodologies. Stability embodies a degree of constancy and permanence within an organisation and is a precursor for flexibility. The dual existence of stability and flexibility imparts a lower risk for moving forward with transformation since it retains the fundamentals of basic processes and methods while fostering redesign and reorganisation of strategic and project portfolios. Alignment embraces the capability to orchestrate internal elements of thoughts, ideas and strategies to synergise efforts towards an agreed common purpose that underpins the rationale for transformation. The latter manifests an alignment of strategies, projects, programmes and portfolios with organisational transformation mandates.

In an age of complexity that is repeatedly redefined by contemporary influences and dynamics of change, we encounter human experience, emotional intelligence and agility and societal reactions that impart a degree of uncertainty characterised by the unknown future. Consequently, it becomes vital that we identify and cultivate a new mindset comprising iteration between flexibility, stability and alignment so that we move beyond merely keeping up with the rate of transformation and thrive to exceed voiced expectations. A transformative mindset that is underpinned to enablers becomes the necessary prerequisite to produce tangible transformation initiatives and outcomes.

With our newly articulated purpose to 'protect and promote health in Saudi Arabia through competent healthcare practitioners based on highest standards and best practices', through dedicated and delicate programme and project management leading to robust execution of our new ambitious transformation plan, our focus for the journey after all is said and done is perhaps to contemplate on the philosopher Allan Watts who advised us that when change comes '…to plunge into it, move with it and join the dance'!

 
  References Top

1.
EFQM (European Foundation for Quality Management) Excellence Model; 2012. Available from: http://www.efqm.org/the-efqm-excellence-model. [Last retrieved on 2017 May 29].  Back to cited text no. 1
    
2.
Pemsel S, Müller R, Shao J. Organizational Enablers in Project-Based Organizations: The Case of Project Governance and Governmentality. Paper Presented at Project Management Institute Research and Education Conference, Phoenix, AZ. Newton Square, PA: Project Management Institute; 2014.  Back to cited text no. 2
    


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