ARAB HEALTHCARE MANAGERS LEARN LEADERSHIP SKILLS IN GLOBAL FELLOWSHIP PROGRAM

Cleveland Clinic Abu Dhabi

Global Executive Education Shares the Knowledge and Experience That Consistently Places Cleveland Clinic in the Top Ranks of U.S. Hospitals

Thursday, Jan.25th, 2017: Middle East healthcare managers are learning the ingredients of operational success from one of the United States’ top-rated hospitals, as part of an innovative international leadership training program.

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Cleveland Clinic’s Global Executive Education courses are designed to provide a bridge between business and medicine, with hands-on training delivered by visionary leaders working on the frontlines of modern medicine.

With courses ranging from a few days to an entire year, the initiative is giving managers from all aspects of healthcare operations new ways of thinking and working, and helping raise standards when they return home.

“Today’s healthcare organizations need great leaders to navigate the ever-evolving healthcare landscape,” said Aura Lopez, Cleveland Clinic’s Senior Director of Global Executive Education, visiting Dubai for the Arab Health Exhibition and Congress.

“Cleveland Clinic’s executive education programs equip physicians, nurses, administrators, and healthcare leaders with the skills and training they need to become more effective in their roles.”

All training takes place at Cleveland Clinic’s main campus in Ohio, rated as the No. 2 hospital in the United States by U.S. News & World Report, and known for a set of operational principles referred to internally as the ‘Cleveland Clinic Way’.

The flagship course is the International Emerging Leader Fellowship, which lasts from one to two months, and prepares promising leaders for the upper echelons of management. All candidates are nominated and sponsored by their organization, and selected based on their managerial and supervisory experience, ability to effect strategic change, and decision-making authority.

They come from diverse backgrounds. Some work for elite private institutions, others in hectic government hospitals, but they all share a desire to change healthcare in their homelands for the better.

“At Cleveland Clinic we see leadership development as an urgent need in healthcare institutions, and our executive education programs strive to share the best practices that consistently earn us rankings as a world leader in healthcare,” said Aura Lopez. “Whatever your specialty area, careers in healthcare come with challenges that no MBA can prepare you for.”

Hands-on Experience for Arab Healthcare Managers

Programs have a particular focus on raising operational benchmarks, improving the non-clinical functions that are essential to the smooth delivery of patient care.

Nawarh Mohammed Faran is an adult clinical supervisor for critical care at King Faisal Specialist Hospital and Research Center in Riyadh, Saudi Arabia. She completed an Emerging Leadership Fellowship Program in 2015, alongside eight of her colleagues.

“It really was very different, and not like any course you could go to a classroom for,” Faran said. “We were submerged into the culture of Cleveland Clinic. I was exposed to many people from different departments and who were operating at different levels, and there was always something to learn.”

Faran says watching the way Cleveland Clinic instils its core values into everyday procedures was inspirational, and it opened her mind to new ways of working. She particularly learned a great deal about continuous improvement, and she applies much of that experience every day in her work. She was also impressed by Cleveland Clinic’s practical approach to knowledge sharing, both within the hospital and with other organizations.

“The fact that someone actually took time out of their day, scheduled in, to talk to someone and simply ask: ‘What would you do in this situation?’ That part was very enlightening,” Faran said. “That taught me you can feel empowered by asking questions, and not feel vulnerable for asking.”

Abdullah Zaher is the Business Development Manager for MedEx, a Jeddah-based healthcare provider focusing on outpatient services. He undertook a 10-month fellowship in Ohio, and says the practical nature of the content was ideal for his needs, balancing technical and leadership training and advice.

“The experience you get is very hands-on. Cleveland Clinic is very, very efficient and the ability to customize the itinerary to suit your needs gives you the flexibility to focus on what’s really relevant to your specific situation,” he said.

“The level of detail enabled me to learn in-depth, and I needed that to be able to apply it back. Since moving back to Saudi Arabia 18 months ago, the skills I learned have been very much applicable. The leadership track helps you a lot with people management and will help you achieve your targets.”

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Executive Protection, The Next Level

READ THE FULL REVIEW

Considering the size of the market internationally, there are remarkably few books on the subject of close protection and related subjects. This a a very readable review that should be of great assistance to those looking to employ close protection personnel and for those considering a career in close protection services. It will also be a fascinating read for a much wider readership, covering a very important personal safety subject – Highly Recommended.


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Lady Killers, Deadly Women Throughout History

The author has produced a great debut book. Female killers through history have received less coverage than they deserve and this book sets out a selection of killers through history that proves the female can be as deadly as the male. The illustrations add to the text – Highly Recommended.


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Bell Canada alerts customers to data breach — 100,000 affected

Bell Canada is alerting some customers that their information has been illegally accessed in a potential data breach. The company’s notice doesn’t say how many Bell customers were affected but media reports say the total could be 100,000. Bell says the information consisted primarily of names and email addresses and that there’s no indication that any credit card, banking or other information was accessed.

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Security Experts respond to Ciaran Martin remark that cyber-attack on UK is not if but when

Following the interview in today’s Guardian with NCSC’s Ciaran Martin, talking about the matter of cyberattacks against the UK, security experts have offered the following response:

 

Chris Day, Chief Cybersecurity Officer at Cyxtera:

“Mr. Martin’s assertion that a major cyber-attack on the UK is a matter of “when, not if,” is spot on. Everyone in the public and private sectors should adopt that mindset because adversaries don’t discriminate. We’re seeing increasingly bold steps by nation state actors to disrupt everything from the electric grid to elections. Category one (C1) attacks on critical infrastructure have already occurred in places like the Ukraine, and the US has fallen victim to tampering in its democratic processes.   

“Governments must shore up security programs to cover both defensive and offensive strategies. Most have done a reasonably good job on the defensive side yet many rely too heavily on outdated security tools. New technologies, like those employing a software defined perimeter (SDP), protect today’s complex, distributed IT environments in ways that traditional methods simply cannot. SDP establishes a secure, one-to-one connection between the user and network only after authenticating what they are entitled to see. Everything else on the network is hidden, which dramatically reduces the attack surface by preventing lateral movement by illegitimate users. From an offensive perspective, there is much work to be done. Most organisations don’t have the internal resources to simulate and assess how far an attacker can go by exploiting even a single vulnerability. My advice is to engage with an offensive-oriented cybersecurity firm that specialises in offensive-based services. Only then can you get a complete picture of risk and work to prevent something as catastrophic as a C1 attack.”

 

 

Stephanie Weagle, VP at Corero Network Security:

 

“The UK National Cyber Security Centre is right to be concerned with their preparation and ability to handle a Category One attack aimed at their critical infrastructure. Distributed Denial of Service attacks come in various forms, all of which are highly disruptive to the victim organization, impacting revenues, brand reputation and the ability to deliver critical services. The ability  to take a critical website or system offline has never been easier with the proliferation of inexpensive, widely accessible DDoS attack tools, and the IoT fueling the capability for sophisticated and damaging attacks. As an organization becomes more reliant on Internet accessibility, it needs to ensure it has sufficient preventative controls in place to eliminate the cyber-threat should it become a target. 

 

“Corero welcomes the priority that Government is placing on the issue of cyber security and the resilience of operators of essential services is a crucial part of this. We are highly supportive of the broad approach and high-level principles outlined in the NIS Directive,  but as our research shows there is still some way to go.  It is therefore critical that the forthcoming guidance, incident reporting and enforcement helps encourage and deliver higher levels of cyber security. While we understand the Government’s current preference for a light touch approach in the early stages of implementation, it is critical that the enforcement regime has teeth and results in the deployment of more sophisticated cyber defences.”

The Federation of Local Authorities in Israel Will Hold the First International Cyber Security Conference of its Kind for the Municipal Sector

The conference will be held as part of the Federation of Local Authorities Conference and the MUNI-EXPO urban innovation conference, February 13-14

TEL AVIV, Israel, January 22, 2018 /PRNewswire/ —

One of the greatest challenges for smart cities is the increasing risk of cyber-attacks. Innovative connected cities are a gateway to advanced technology, convenience and efficiency, yet they also come with an increase of cyber threats, as citizen lives become more vulnerable to attacks that can immobilize critical infrastructures.

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UN Broadband Commission sets global broadband targets to bring online the world’s 3.8 billion not connected to the Internet

Broadband Commission for Sustainable Development launches 2025 targets to support “Connecting the Other Half”

Davos, 23 January 2018 – Fifty per cent of the world’s population is expected to be connected to the Internet by the end of 2019. This leaves the other half – an estimated 3.8 billion people – unconnected and unable to benefit from key social and economic resources in our expanding digital world. In response, the United Nations’ Broadband Commission for Sustainable Development has set seven ambitious yet achievable 2025 targets in support of  “Connecting the Other Half” of the world’s population.

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Carillion’s collapse raises pertinent questions

Greedy and incompetent bosses at Carillion must be held accountable but the full list of malefactors will include Civil Servants, Westminster politicians and Local Government representatives and officials – Ed.

Mark Maunsell, Associate Director at Clearwater International, leading mid-market advisory practice

 

It is not for the first time the spotlight has unwelcomely been shone on the outsourcing sector. In fact, in the last couple of years it has been difficult to keep leading players such as Interserve, Capita and Serco out of the headlines as the companies have been tarnished by profit warnings, redundancies, accounting scandals and malpractice. Nothing, however, compares to the news last week that Carillion plc, the UK’s 2nd largest contractor, has entered liquidation. The consequences of which are far reaching and unprecedented, raises a number of pertinent questions:

 

Tendering – a need for change?

 

The preference for the government to principally award contracts based on price with less weighting attributed to service quality and sustainability, has led to key players adopting aggressive bid strategies intended to undercut competition. Outsourcers then look to raise margins through chargeable change requests which fall outside of the initial project scope. A further challenge is that the bid teams incentivised to win contracts are often too distant from the actual execution divisions.

 

M&A – coherent strategy?

 

Carillion expanded rapidly through debt-funded acquisitions in new geographies and service lines, in turn helping to mask the true underlying performance of the business. Its debt levels rose rapidly and a bid for rival Balfour Beatty in 2014 was an audacious attempt to further disguise its financial health. Whilst M&A helped build the business through its initial mergers, it also contributed to its downfall as it was unable to raise cash through proposed Middle Eastern disposals. The failure highlights the complexities in delivering synergies from a geographically disperse operation with no common cost base.

 

Brexit – skills shortages and apprentices?

 

Carillion attributed a slowdown in orders and poor performance to Brexit and the change of government. Whilst the claim may have been used as somewhat of a scapegoat (Carillion won £2bn worth of contracts post vote), data does indicate that skills shortages in the sector have been exacerbated following the referendum. It also now brings into question the security of the 2,000 apprentices in the process of completing a government funded contract Carillion had been paid £6.5m to deliver.

 

Sub-contractors / suppliers – financial health and sustainability?

 

Hedge funds that were shorting the stock would argue that the writing was on the wall when Carillion extended its payment terms to sub-contractors to 120 days. This was in contradiction to the construction supply chain payment charter which was intended to reduce payment terms to a supply chain to 30 days. Whilst this did not come into effect until January this year, Carillion was a signatory. Sub-contractors were however able to take advantage of the early payment facility, a form of reverse factoring to gain immediate payment of invoices.

 

The real tragedy rests in the outstanding balance Carillion owes its partners, sub-contractors and suppliers. A situation made worse by the fact Carillion only self-delivered 10-15% of its services. The large sums of money will bring into question the sustainability of a number of sub-contractors who considered Carillion a key client and at best will receive pennies on the pound of monies owed. The collapse will also impact joint venture partners who are contractually obliged to fulfil commitments.

 

The more positive news however is that the market backdrop remains strong and the fundamental demand for services has not changed. Suppliers and sub-contractors able to pivot to other tier 1 outsources who are well placed to secure significant contracts in the future will, in the longer term, prosper.

 

CSR – acting ethically?

 

The news that Carillion paid £72m in dividends to shareholders as recently as June 2017 despite ailing performance and a growing pension deficit brings into question its corporate governance. The pensions of employees now inherited by the Pension Protection Fund, will need to impose a levy on other members. It also beggars belief that until recently the departed management team were entitled to salary payments until late 2018, despite overseeing its demise. A further point of controversy is the reporting of the use of reverse factoring, the detail of which appeared in a note towards the back of the annual report under the line “other creditors” and as such subtly keeping it out of the key Net Debt to EBITDA metric. This helped present the illusion of a financially stable business.

 

There is no doubt that the impact of Carillion’s failure is colossal and will take years to unwind. The key question though of whether lessons have been learned remains to be seen.