Business continuity in healthcare – resilience in times of change

Pandemics aren’t new, but their impact is different

History has witnessed the devastation caused by the AIDS pandemic, the swine flu, SARS, etc.  What set the outbreak of Covid-19 apart wasn’t just the scale of its impact but the unprecedented global response. The assumptions we held about pandemics - and the systems we built to handle them - collapsed like a fragile house of cards. This crisis exposed a sobering truth: we can no longer plan for the future using outdated models. The world today is unpredictable, shaped by a relentless storm of change. Enter the VUCA era, where Volatility, Uncertainty, Complexity, and Ambiguity define the reality we face. Healthcare institutions stand at the forefront of this new normal. To navigate these uncharted waters, they must embrace flexibility and agility to adapt quickly and respond in real time to the evolving landscape. The Covid-19 pandemic wasn’t just a crisis, but a wake-up call. It reminded us that survival in a complex, uncertain world demands innovative thinking and a readiness to adapt.

We’re living in an era of transboundary crises

In today’s interconnected world, the ripple effects of crises no longer stop at borders. As Prof Dr Simon Ashby, an expert in risk management, aptly put it: “The pandemic showed that threats have no borders.” His words captured a stark truth: globalisation has transformed the very nature of crises. The spread of diseases, economic disruptions, supply chain breakdowns, and the global toll on mental health are all evidence of what experts now call transboundary crises - challenges that cross borders and impact all of society. This shift is reshaping the way we define risk. From politics to finance, from social systems to healthcare, no sector is immune to the cascading effects of these interconnected threats. Amid this dynamic and unpredictable environment, a pressing question looms large: how can healthcare institutions build resilience and safeguard themselves against the next global shock?

Three essential tips for building resilience

In response to this question, Prof Ashby offered three valuable tips for resilient management.

1. “Don’t be a chicken”
   Ashby shared a memorable analogy: “Chickens have only two responses: they’re either extremely risk-averse – running away in irrational fear – or extremely risk-taking, acting without thinking. Neither approach works for resilience.” Instead, he urged organisations to find a middle ground between these extremes. Take calculated risks but do so with caution and foresight.
2. “The 10th person in the room”
   In risk management, groupthink can be a silent killer. To combat this, Ashby emphasised the value of diverse teams: “Bring together different profiles. Consider varying experiences, skills, education, and knowledge. Diversity keeps your team open to fresh, critical ideas and helps to avoid the trap of groupthink.” Collaboration across diverse perspectives is essential to anticipate challenges and make sound decisions under pressure.
3. “Plan for impact”
   This, according to Ashby, may be the most critical takeaway: “Don’t plan for specific scenarios – plan for impact.” Healthcare institutions need to build flexibility into their people, processes, and systems. Learn from near-misses and implement mechanisms that enable rapid adaptation to unforeseen changes. Resilience means being ready to operate effectively, no matter what the future holds.

Resilience isn’t a coincidence, it’s a choice

The key to resilience in healthcare doesn’t lie in the absence of crises, but in how we deal with them. Experts at the conference shared a unified message: healthcare institutions must go beyond reacting to challenges – they must proactively invest. “Resilience isn’t a coincidence, it’s a choice. And we must choose now to be better prepared than ever before.” In uncertain times, survival isn’t guaranteed by having the most resources. Instead, it’s the organisations that embrace adaptability and proactively prepare for the challenges ahead that will thrive. Resilience, after all, is not a passive state. It’s a mindset and a commitment to continuous improvement. For any healthcare institution aiming to be truly future-proof, resilience isn’t optional – it’s essential.

Beyond the buzz of Business Continuity Management

In times of crisis, Business Continuity Management (BCM) serves as the backbone of organisational resilience. BCM is a critical strategy for healthcare institutions striving to navigate the inevitable uncertainties of the future. “It’s not just about having crisis plans, but about building a culture of flexibility, learning and preparedness that is deeply embedded within the organisation,” said Kim Speijer, Director of Crisis & Resilience at Deloitte.

Creating an adaptive organisation demands more than just contingency plans - it requires investments in people, processes, and systems that can seamlessly pivot when challenges arise. It stems from deliberate planning, continuous adaptation, and a commitment to embedding resilience into the organisation’s DNA.

Business continuity and the healthcare provider

At the conference’s healthcare provider track, the spotlight was on hospitals and the practical aspects of business continuity. Hospital experts shared strategies, lessons, and innovative solutions to ensure hospitals can maintain critical operations, even in times of crisis.

Joline Goossens, Quality Director at AZ Delta, outlined how her hospital made business continuity a strategic priority. “We’ve developed quality standards that underpin our continuity plan,” she explained. The process began by mapping essential processes, systems, and resources across key areas, followed by assessing the impact of potential disruptions. The final step was about prioritising critical elements, identifying existing safeguards, and conducting in-depth vulnerability analyses.

A key takeaway was the importance of involving all departments. “Engaging employees is crucial for raising awareness about the impact of disruptions and the need for a solid plan,” Goossens said. To foster this engagement, AZ Delta introduced the Business Continuity Escape Room: Mission Murphy’s Law - an interactive training that immerses staff in crisis scenarios such as power outages. “This game reveals how vulnerable systems are and underscores the importance of being well-prepared,” she concluded.

Dr Ivo Jacobs, Managing Director of Heilig Hart Hospital in Mol shared his personal experience with a cyberattack that hit the hospital. “We learned the hard way how crucial it is to be prepared for unexpected cyber threats.” But despite the difficult experience, he also reflected on the positive outcomes. “Although the attack was a significant challenge, it made our hospital stronger. It not only taught us how to respond more effectively to incidents, but it also motivated us to build a more robust digital infrastructure and better train our staff. It raised our collective awareness of the value of cybersecurity (such as two-factor identification) and the need to stay adaptable. Ultimately, the crisis became an opportunity for improvement. The speed with which we responded and the lessons we learned enriched us as an organisation and helped us become better prepared as a team for future challenges.”

Business continuity and the health entrepreneur

The entrepreneurship track of the conference showcased the transformative power of entrepreneurial thinking in healthcare and how innovation is key.

Dr Yannick Dillen, Professor of Management Practice in Entrepreneurship, highlighted the importance of balancing two critical aspects of growth: ‘hard’ growth - measured by metrics like revenue and admissions - and ‘soft’ growth, which focuses on patient satisfaction and quality of care. “Soft growth supports the long-term continuity of a hospital, while hard growth often delivers only short-term results,” Dillen explained, emphasising the need to prioritise sustainable strategies that go beyond the bottom line.

A real-world example of entrepreneurial innovation in healthcare came from Gauthier Willemse, a former emergency physician and founder of Mindoo AI. His company uses AI-powered technology to enhance emergency department efficiency, providing patients with an app that allows them to describe their symptoms in their native language. “Doctors are often the ideal entrepreneurs,” Willemse remarked, “because their firsthand experience with real-world challenges enables them to create impactful, targeted solutions.” However, Willemse acknowledged the hurdles healthcare entrepreneurs face, including regulatory barriers and earning trust within medical teams. Despite these challenges, his outlook remains hopeful: “We must continue to innovate because healthcare is in desperate need of change.”

The session underscored how entrepreneurial thinking, fuelled by real-world expertise and innovation, can drive meaningful improvements in healthcare, ensuring not just its growth but its long-term sustainability.

Business continuity and the medical industry

For the medical industry track, Geoffrey Pot, General Manager of Operations at Takeda, delivered an engaging talk on Enterprise Risk Management (ERM) and Crisis & Continuity Management (CCM). He emphasised the need for a comprehensive roadmap derived from a thorough gap analysis. Key elements of this roadmap include establishing robust governance and a dedicated crisis management team, developing a Crisis Communication Plan, and creating a risk register to better understand and mitigate risks. Pot also highlighted the importance of regular drills and follow-up actions to enhance preparedness, sharing an example of a drill exercise involving an AI-generated message to raise cybersecurity awareness. His presentation underscored the necessity of proactive measures and a well-defined strategy to ensure business continuity and resilience in the face of potential disruptions.

Sara Lesina, General Manager for Europe & Americas at Sirio Pharma & Best Formulations, presented an innovative strategy to turn industry challenges into opportunities. She identified three key headwinds: changing consumer needs, supply chain disruptions, and stringent regulations. To transform these obstacles into tailwinds, she suggested a dual approach. On the one hand, you strive for personalisation, which means "selling an experience rather than a product". On the other hand, modularisation allows to meet clients' needs while enhancing flexibility. She also shared an example of the power of collaborative innovation – and how encouraging partnerships with all stakeholders in the R&D process can be crucial to gain valuable insights and drive progress. Her dynamic vision offered a roadmap for navigating and thriving amid industry challenges and changing contexts.

From business to system resilience

In his closing speech, Prof emeritus Jan De Maeseneer from Ghent University addressed the urgent need for a comprehensive renovation of the healthcare system to meet future demands and maintain the health system’s continuity. This need is a result of the demographic changes we are experiencing and of the consequent epidemiological shift from acute to chronic diseases.

Prof De Maeseneer emphasised the importance of prevention and the need to reorganise living and working conditions, particularly for socioeconomically disadvantaged groups, who face, for instance, the highest rates of multimorbidity. He called for a reorganisation of financing mechanisms, with a greater emphasis on primary care and integrated care. This approach requires the inclusion of all relevant actors, integrating social and healthcare services. This resonates with Gauthier Willemse who stated that entrepreneurship by medical experts is needed, even more so on the level of primary care. He also pointed to the Belgian Integrated Health Record (BIHR) as a crucial tool to support a resilient and integrated healthcare system. Prof De Maeseneer's vision underscored the necessity of systemic changes to ensure a robust and equitable healthcare system for the future.