The Path to the second curve: New thinking for Healthcare organizations

Most healthcare organizations need to focus on improving the patient experience through the environment of care, improving efficiency and functionality through Lean planning, and reducing the cost of operations through more efficient buildings.

Aquinius, 2020

Let me start this conversation by advising that project  master plans should NEVER be done in response to facility constraints and also investment in new buildings should not be purely to respond to growth or obsolescence. This is traditional thinking which needs to be aligned to the new era thinking. We all can fall into this fallacy however, We need to Align strategy with the desired role within a health care community. While we try to be all things to all people, the future requires us to determine our role in the continuum of care.

Positioning our organization to manage the health of a population, while continuing to work in a fee-for-service environment, requires thoughtful self-actualization before making 30-year investments. Master planning in this new era should be based on the best strategic intent for the institution while keeping in mind a realistic capital envelope.

What is the ideal hospital’s path to the second curve?

a) Integration

Integrated service delivery is “the organization and management of health services so that people get the care they need, when they need it, in ways that are user-friendly, achieve the desired results and provide value for money.”


Transformation is defined as “a marked change in form, nature, or appearance”. Transformation requires healthcare leaders willing to take bold steps to: a)Adopt a consumer-centric focus, b)Shift to preventive and outcomes-based care models, c)Embrace digital and technology enablers, d)Engage nontraditional value chain partners and, e)Drive improvements to access, quality and affordability of care.

This transformation requires Building blocks which are essential for success. First is to Create a strategic identity and design your service for trust. Once this is done, you master the pivot from sprint to scale and treat your legacy as an asset.

Aquinius Mung’atia, is currently the Head of Projects & Security, and a strategy enthusiast at Aga Khan Hospital, Mombasa in Kenya.

Published by Aquinius Mung'atia

Aquinius Mung’atia is the Head of Projects at Aga Khan Hospital, Mombasa, and was previously the General Manager of Muthaiga Golf Club and Sigona Golf Clubs, respectively. He is an expert in Strategic Management with over 20 years of experience in both hospitality and healthcare Industry. My Career path boast of extensive training and consultancy experience in Hospitality Industry, Hospital Support Services and Operations, Healthcare Projects and Facility Management, among others. The author is currently a PhD student in Business Administration and holder of MBA in strategic Management (University of Nairobi) and a 1st class honors degree in Hotel and Institution Management (Maseno University) Aquinius is also a healthcare insight and a data analytic enthusiast. Follow him on or Facebook Page

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google photo

You are commenting using your Google account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

This site uses Akismet to reduce spam. Learn how your comment data is processed.

%d bloggers like this: