UMIO heeft onlangs de samenwerking met De Zorggroep – de grootste zorgaanbieder in Noord- en Midden-Limburg – verder versterkt. Om de ambities van De Zorggroep te realiseren en het leren-leren binnen De Zorggroep verder vorm te geven is er een ontwikkeltraject gestart voor alle teammanagers onder begeleiding van UMIO | Maastricht University. Het ontwikkeltraject is opgezet vanuit de strategie van De Zorggroep en de wens om beter te navigeren tussen begrenzing/sturen en professionele autonomie.
Het traject bestaat uit verschillende fasen. Op dit moment bevinden we ons in fase 1. Samen met een kernteam wordt onder andere gewerkt aan een verdiepingssessie waarin doelstellingen voor het traject, (persoonlijke) leerwensen en behoeften zullen worden opgehaald. Op basis hiervan wordt samen met experts van Maastricht University in kaart gebracht welke stappen er de komende tijd gezet gaan worden.
Het kernteam, dat bestaat uit een afvaardiging van beide organisaties, is de motor van het beoogde ontwikkeltraject. “De gedrevenheid van de Raad van Bestuur van De Zorggroep om een nóg grotere bijdrage te leveren aan de vitale gemeenschappen in de regio is bijzonder inspirerend geweest tijdens de eerste gesprekken met UMIO. Dit sluit perfect aan bij onze missie om gezamenlijk een betekenisvolle impact te realiseren voor individuen, organisaties en de maatschappij. Diezelfde gedrevenheid zie je ook terug in het volledige kernteam van beide organisaties en is daarmee een fantastische basis van waaruit we verder samen gaan optrekken”, deelt Ingrid Voncken, Director Executive Education bij UMIO.
https://www.umio.nl/wp-content/uploads/2022/08/De-Zorggroep-UMIO-banner.jpg5331600UMIOhttps://www.umio.nl/wp-content/uploads/2021/09/Weblogofirstname.lastname@example.orgUMIO2022-08-04 12:10:132022-08-04 12:11:47UMIO versterkt samenwerking met De Zorggroep
Being a leader in the field of public health and care research requires more than being a good leader, and it requires more than being a good scientist. It requires a combination where you have competences concerning content, but also knowledge, skills and tools to understand and manage the context. The Public Health and Care Research Leadership Programme was designed to support future leaders in the field of public health and care research to become excellent leaders with a mission.
During a two-year learning journey, participants will engage in educational modules, individual coaching sessions, mutual learning groups, and build their own Leadership Development Portfolio.
Those interested in becoming a leading researcher in the public health and care research domain can send in their application.
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UMIO and the European Heart Academy (EHA) have joined forces in developing a training programme for future leaders in cardiovascular medicine. The programme will start in April 2022.
Certificate of Advanced Studies in Cardiovascular Management and Leadership
The Certificate of Advanced Studies in Cardiovascular Management and Leadership (CAS-Leadership) will provide healthcare practitioners with the skills required to lead and manage the healthcare systems of the future. In contrast to the many generic leadership courses on offer across Europe, CAS-Leadership combines the core principles of effective leadership with instruction in essential modern skills such as hospital management, digital transformation, and dealing with complex systems. This leadership course is a transversal programme tailor-made for mid-career healthcare professionals with an interest in cardiology who want to become managers and leaders with broad societal and economic perspectives.
This programme is organised in partnership with the European Heart Academy; an organisation that trains the future leaders in cardiovascular medicine. In collaboration with selected excellent universities, the academy provides the ultimate cardiovascular degrees.
Complexity in healthcare
The healthcare sector is complex in the sense that many different stakeholders interact in a rapidly changing context. For example, patients are more and more empowered through easier access to information on health, doctors and nurses need responses to advances in new technologies that might fundamentally change how they prevent, diagnose and cure diseases, insurance companies influence procedures through how they finance and regulatory bodies shape what is possible and what is not. To be a leader in this context requires the ability to recognise diverse stakeholders, spot emerging new realities and navigate the often paradoxical impact these developments have on the organisation. This programme equips participants with exactly that.
It is unique because it not only provides participants with different evidence-based perspectives on management and leadership in this context but also helps participants translate these to their own personal leader role. In that way, the knowledge and experience gained becomes immediately actionable in their own work context.”
Prof. dr. Mariëlle Heijltjes – Executive Director UMIO & Professor of Managerial Behaviour
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On 1 November, 24 healthcare professionals and executives from Maastricht UMC+ and Radboudumc started an intensive one-year programme to realise the strategic objectives of their organisations and to jointly build future-proof healthcare in the Netherlands. The programme was set up in close collaboration with Radboud Management Academy and UMIO | Maastricht University and is in line with the ambitions of the Academic Alliance.
Hospitals have a great responsibility for their patients and for their staff. Something that the coronapandemic has emphasised even more. Under pressure from social developments, they must increasingly prove and distinguish themselves with regard to the quality of care, the availability of care and the quality of work. It is important that managers have the ability to reflect on developments from various perspectives and that they can make adjustments if necessary. Learning from each other beyond the borders of one’s own organisation is indispensable for successful innovation and cooperation.
Stronger together than alone
This autumn, Maastricht UMC+ and Radboudumc started a joint training programme for a core group of healthcare professionals in which perspectives from (socio-organisational) business administration and leadership are used to deal with complexity. The programme is aimed at medical specialists in leadership roles, leaders of centres, care pathways, departments and research institutes, nurse leaders, managers of support services and young talent with the potential to progress to a leadership role. This mixed company makes it possible to learn from each other across functions, levels and organisations.
“That is exactly what we are aiming for with the Academic Alliance: to share knowledge and expertise with each other in order to face the common social challenges.”
Dr Helen Mertens – Maastricht UMC+ Board Chair
The content of the programme was designed in consultation with representatives of both umbrella organisations. Content and guidance was provided by Radboud Management Academy and UMIO | Maastricht University. Both organisations have extensive experience in supporting professionals in dealing with complex issues and future-proofing their organisations.
“As umc’s we have the responsibility to make healthcare more sustainable and future-proof. This new training for our professionals definitely contributes to this and I am confident that we will benefit from it in the future.”
Bertine Lahuis – Radboudumc Board Chair
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One of the key needs identified by the European Society of Cardiology is the training of future leaders in arrhythmia management and research. For this purpose, the educational programme ‘Diploma of Advanced Studies in Cardiac Arrhythmia Management’ (DAS-CAM) has been established. UMIO designs and facilitates the Leadership Development Trajectory that is part of several modules of this two-year programme. At the end of January, the participants gathered in Brussels for module 5 on ventricular tachycardia.
The DAS-CAM programme is a joint collaboration between Maastricht University Medical Center (MUMC+), European Heart Academy (EHA) and the European Heart Rhythm Association (EHRA). This unique course trains future leaders in arrhythmology from all over the world to deliver state-of the-art cardiovascular services.
At the end of January, the module on ventricular tachycardia took place in Brussels. On behalf of UMIO, Prof. Dr. Simon de Jong and Prof. Dr. Anneloes Raes provided the leadership sessions of this module.
The current group of 32 participants is the second batch since the start of the DAS-CAM programme. Their first module took place in February 2019 and their eighth and last module will take place in October this year.
Do you want to know more about the DAS-CAM programme? Then go to the DAS-CAM page on this website.
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And the 1-day Hackathon race began, bright and early on Monday morning, on the 20th May. 130 Master’s students from the Digital Innovation and Marketing course at SBE, were streaming into the Aula to hear about the real-life business challenge which demanded the focus of their bright, creative ‘digitally native’ minds. UMIO’s Service Science Factory innovation coaches facilitated the event and helped set the scene, introducing Design Thinking methodologies and the various prototyping stages into the mix.
Making solutions come alive
The two-fold challenge was presented by the Department of Orthopaedics at Zuyderland hospital: how can the new clinic optimally organise digital information provision to their patients and their environment, and how might they create and foster ambassadorship among satisfied customers to attract new customers and grow the business. Their aim is for this to be implemented by 2020. As a representative from Zuyderland commented, “we are excited to see your solutions come alive”. Their goal is to be the best focus clinic in Europe, so the bar was set high, and in this spirit, the challenge began!
The students were organised into 24 teams, each with a focus of either creating awareness or fostering ambassadorship of the Orthopaedic clinic. Design Thinking helped the teams to develop their understanding of the context of the challenge and to put themselves into the shoes of the target audience. This enabled them to start thinking of meaningful, effective solutions. They all had 7 minutes to pitch their ideas to the other 4 teams and then vote on the favourite. The 5 teams who went through to the semi-finals went onto pitch to the whole group in the Lecture Theatre at the end of the day. The day was mapped out with military precision, with pitching sessions scheduled just 4 hours after the initial introduction. In that time, the Service Science Factory innovation coaches were on hand to help the teams ideate their solutions, prioritise decisions and help them build a rapid prototype using innovative Design Thinking methodology.
The atmosphere in all the rooms was one of intense and focussed concentration, but it wasn’t without an element of fun too. David Northeok, A German student working on the raising awareness challenge, noted that because they were all familiar with each other already in their team, this helped with the process and dynamics. They all bring with them a unique perspective to the problem and he added that one of their group was from Spain, so came with a different approach to thinking about the way in which patients might interact with these services and want to use this digital technology. The international perspectives of the student cohort, is part of the strength of this particular hackathon formula.
Looking through the eyes of a patient
One of their biggest challenges for the students, however, aside from the time pressure, was getting into the patient mindset. This was a common theme across the teams, how does a master’s student in their early 20’s who may have never known anyone who has needed to use the services of an orthopaedic clinic before, get into the mindset of a typical orthopaedic patient in their late 60’s? Tackling the need for the personal connection between the patient, the GP, the Physio, is an important part of the process when looking for solutions to this challenge, and not only thinking of the technology, but also the unique benefit of the patient using these digital solutions. To help the students address this problem, there were patients from the Orthopaedic clinic present throughout the day making themselves available to the students and answering their questions. When asked what social media platforms they used, the teams were a little surprised by Connie’s nonchalant reply, “ yes I use facebook and instagram”. So, perceptions were constantly being adjusted and the need for a human-centred mindset in this type of situation, was clearly shown, something of which the Service Science Factory team are pioneers. Technology fuels innovation. Disruptive services and products are shaping the world. Human behaviour evolves with this kind of disruptive meaningful innovation and so does the business context. In such an environment, it is a delicate balance of empathising with consumers to design services for them and building a profitable business. That’s where a Hackathon plays its part.
What’s in it for my business?
A hackathon presents an effective innovation formula for businesses and provides the scaffolding for a challenge like this one to be realised effectively within a tight timeframe, with implementable and practical solutions. A hackathon is designed around the principals of working together. It is about understanding the problem before creating solutions. Most importantly, formulating the right design challenge is what makes a hackathon valuable.
For the students, it’s an opportunity to apply their academic knowledge and learning into a real-life business problem with all that entails, the ups and the downs. Some ideas hit the mark and some miss it, but the advantage of a bottom up approach, is that you get to find out quickly whether it works or not, and that’s how we innovate. This is a 1-day design sprint which takes no prisoners!
..And the patients’ response?
Henriëtte Mulders, a Primary school teacher who had undergone an operation on her knee last year and who had been a patient at the clinic, appreciated the input and work from the students and everyone involved in the day saying, “if there had been these ideas when I was recovering post-op, I would have really appreciated and welcomed them”. Connie, agreed, she was “very inspired” by the ideas presented.
The 5 finalist teams presented their pitches at Zuyderland in Sittard to a panel of medical and business professionals on Monday 27 May. The panel were impressed by the quality and innovative, meaningful solutions. All the winning teams highlighted the unique building blocks in their solutions and it will be a combination of all these ideas, bringing the best ingredients together, which Zuyderland will take forward for their business plan.