A Quote by Andrew Lansley
I have spent too long with too many people who have lost loved ones to healthcare-associated infections not to be determined to act on this. There is no tolerable level of preventable infections. The only acceptable strategy is a zero-tolerance strategy.
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We must aim for a zero-tolerance approach to hospital-acquired infections; we have to be clear about who's in charge at ward level, so there's proper accountability, and we need to reduce the reliance on agency nursing staff.
MRSA, methicillin-resistant Staphylococcus aureus, is an important cause of healthcare-associated infections.
Health IT helps save lives now lost due to preventable medical errors, from incorrect diagnoses and needless infections to drug mix-ups and surgical mishaps.
There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures.
Three decades into this crisis, let us set our sights on achieving the "three zeros" zero new HIV infections, zero discrimination and zero AIDS-related deaths.
One third of all of our cancers are from tobacco. It's one of the big killers in America and more than half of our kids still have environmental tobacco smoke exposure when environmental tobacco smoke is known to be associated with sudden infant death syndrome, with ear infections, respiratory infections and the rest. If we had to pick something to really go after, that would be one that I would really argue is an extraordinarily high priority and something people can actually do something about.
When you're in operations, the best thing you can do at the top level is get the strategy right. You have to get the big ideas right, you have to determine what is the policy, what is the level of effort you're willing to commit to it? And then you delegate to those who have to execute that strategy to the appropriate level. What's the appropriate level? It's the level where people are trained and equipped to take decisions so we move swiftly against the enemy.
If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan. 'But,' people may say, 'I've got a complex strategy. It can't be reduced to a page.' That's nonsense. That's not a complex strategy. It's a complex thought about the strategy.
Stated in the simplest terms, the recognized solution to the problem of foodborne illness is a comprehensive prevention strategy that involves all participants in the food system, domestic and foreign, doing their part to minimize the likelihood of harmful contamination. And that is the strategy mandated by FSMA. It is not a strategy that assumes we can achieve a zero-risk food supply, but it is a strategy grounded in the conviction that we can better protect consumers and the economic vigor of the food system if everyone involved implements reasonably available measures to reduce risk.
A change of strategy suggests there is a strategy. I don't see a strategy that deals with - that concerns with dealing wit with ISIL overall. There is some sort of strategy for dealing with it in Iraq. I'm not sure there is one in Syria. And Libya is another problem altogether.
I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.
Reducing MRSA infections is critical because these bacteria are difficult to treat and are common in healthcare settings, especially among ICU (intensive care unit) patients.
If you believe in a security strategy - a strategy of more friends and fewer enemies, a strategy of greater cooperation and a strategy of keeping America better at home as we grow more diverse - we have to build the minds and hearts to build this kind of world.
America has spent too long interfering oversees in too many other people's wars, and too much other stuff.
The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.
A good strategy is not always successful, but even an "inappropriate" strategy may be an actual strategy. A "bad strategy" is one that doesn't even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions.
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