Topic: Red Telephone Boxes or Interstellar Tardises…are traditional residential aged care & home care business models doomed to failure?

Day: Wednesday 21 October 2020

Time:  11:00am-11:30am AEDT

Abstract:

Traditional residential aged care & home care organisations and their service – business models are Red Telephone Boxes.

Governed by Boards who are either walking backwards into the future, looking at their glorious past or have fallen in love with their own shadow, which does not reflect their true form…therefore being leaders of either following or resisting organisations.

Disruptive organisations however, with their innovative and unique service – business models are fast becoming Interstellar Tardises.

The Boards, Chief Executive Officers & Executives of these leading organisations have not just adapted to the customer driven competitive marketplace of aged care & health care, but are transcending the programmatic principles and parameters of Commonwealth government mandated quality and funding, exploring and designing a new world of customer and market responsiveness.

Drawing on industry facts, key drivers, forces and trends, along with case studies, this presentation not only asks the hard questions, but most importantly explores the future industry scenarios and strategic options for leading, following and resisting organisations … a strategically insightful, thought provoking and practical presentation that should not be missed by any Director, CEO or Executive of an aged care or health care organisation.

 

 

Biography:

As a visionary and strategist, a creative and influential thought leader, Michael Goldsworthy is widely known throughout Australia for his work with boards, chief executive officers and executives of aged care, health care, hospitals, general practice, ambulance, disability, mental health, palliative care and related human service organisations.As a visionary and strategist, a creative and influential thought leader, Michael Goldsworthy is widely known throughout Australia for his work with boards, chief executive officers and executives of aged care, health care, hospitals, general practice, ambulance, disability, mental health, palliative care and related human service organisations.
During the last 30 years he has worked with nearly 7,000 organisations and their leadership teams, both throughout Australia and internationally, across community, government, private or public businesses.
With 95% of the projects Michael and his team undertake being  repeat or referral business, 67% being in rural, regional and remote Australia and some 76% of organisations being in muddling mode or maintenance mode, the focus is always on strategically engaging their leaders, in order to propel their organisations into mission mode.
Key specialities are:
A. Working with boards, chief executive officers and executives to address governance, organisational and service strategic challenges and risks, opportunities and innovations, eg: board or governance crises, organisational transformations, business model re-engineering and cultural reinventions, business excellence or financially distressed or insolvent organisations.
B. Assisting leaders to strengthen their understanding and knowledge of the emerging and future big picture of the industry / sector in which they operate, therein developing scenarios, options and strategies via strategic, governance, organisational or service advice, support and resourcing.
C. Initiating, facilitating and project managing amalgamations, mergers, acquisitions and partnership project; Michael has so far undertaken 259 such assigments.
D. Designing and delivering the strategic transformation of organisations, the re-engineering of their service – business model/s and reinventing their cultures; validated against a robust financial model reflecting their current and future business models and associated financials.
E. Generously deploying to industry / sector leaders his very significant knowledge and intellectual property, be it strategic insights and foresight, models and information, networks and contacts, tools and documents; particularly in relation to the emerging and future scenarios and options for aged care, healthcare and hospitals.
F. Continuously building upon the extensive number of international, national, state and regional key note presentations, masterclasses, webinars and articles that he has delivered, throughout his unique career; all of which portray Michael’sstrategic insights, knowledge and learnings, along with his demonstrated practical application of contemporary governance, leadership and management principles and practices. 

Michael’s Key Career Positions include:
• Chairman Better Boards Australasia, (current) • Managing Director/Principal Consultant            Australian Strategic Services, (current)        • National Project Manager, Australian Management           College, Mt Eliza, • Managing Director, Australian Human Services Group, • Managing Director, Ingleside Evandale.    
Additionally Michael has been an expert witness in a number of landmark court matters and similar events eg: Formation of Masonic Care Tasmania, Supreme Court of Tasmania; Ozcare and St Vincent de Paul, Supreme Court of Queensland; Specialist Advisor to Overseas Economic Community Development & Centre for Education, Research & Innovation, (OECD & CERI), Aged Care Royal Commission etc.
Michael’s passions are landscaping & gardening, photography & design, architecture & house renovations, along with natural history & environmental projects.