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Leading Healthcare Organisations


Vision, strategy and change: transforming your organisation through strategic leadership 

Healthcare organisations around the world are under immense pressure. Demands are rising, patient expectations are changing rapidly, costs are soaring and profits are dwindling. As a consequence, leaders feel under ever increasing pressure to focus on the short term, making decisions with an eye firmly on their effects on next year’s financial performance. This behaviour is understandable – but it is ineffective in the long run and does not help create the sustainable organisations that we need to provide the healthcare of the future. What is required is a healthy balance between necessary short-term fixes and a long-term strategic imperative, a compelling vision and execution strategy that allows leaders to make and communicate decisions that are aligned over time and build up to a sustainable solution. 

Strategy and vision

This programme will provide you with a framework for strategising that is particularly apt for healthcare organisations, and then guide you through the development of an outline strategy for your organisation, drawing on experiences of different types of healthcare organisations from around the world. Through this practical hands-on approach, you will be enabled to go back to your organisation, assemble an appropriate team, and develop a strategic vision and execution strategy.    

Leading and managing people

Having a vision and a strategy are of utmost importance for the development of sustainable solutions for healthcare organisations – but they do not suffice. To be successful, leaders have to be able to bring their people along on the journey and this challenge is particularly taxing in healthcare organisations, where powerful, expert professional groups need to be managed. In times of change, senior leaders must develop an effective people strategy for a successful implementation of their strategic change programme. We will explore the key elements of a people strategy for healthcare organisations. We will not only explore strategies to engage low-performing individuals or employees who display toxic behaviours,  but also how to turn high-performing, but difficult,  individuals into team players. This will enable you to develop an effective people strategy for your own organisation.  

The environment

The final crucial component for a successful implementation of a strategy in healthcare is the leader’s ability to influence the environment and lead beyond their organisational authority. Healthcare ecosystems are complex networks. Unilateral changes are unlikely to be successful, unless all parts of the system play ball. Patients and leaders in the wider healthcare eco-system have to be brought along to achieve the organisational vision and strategy. This requires careful negotiation. We will develop your negotiation strategies, drawing on experiences across public and private sectors. This will not only help you develop and communicate the vision and strategy for your own organisation but ensure that this is done is close alignment with the interests of other players in the system. Smart negotiators help their partners develop their own organisational strategies in such a way that an aligned system vision and strategy emerges.  


Strategy and vision

  • What does strategy mean for healthcare organisations? 
  • Developing a vision for your organisation and an execution strategy

People management

  • Engaging your people and developing and delivering a people strategy for your organisation 
  • Leading beyond authority

The environment

  • Understanding the changing external environment and the internal challenges and capabilities of your organisation
  • Smart negotiation


You will learn from, and work with, senior faculty from Cambridge Judge Business School, and gain from shared experiences with your peer group.

Over the three days of this fast-paced and practical programme you will:

  • Develop new perspectives on how to lead strategically
  • Hone your skills at developing people
  • Learn how to lead beyond your organisational authority

Healthcare expertise at Cambridge Judge Business School

The University of Cambridge has been at the forefront of medicine for over a century, bolstered by 26 Nobel Prizes in Medicine and an internationally renowned academic health science centre and teaching hospital. The biotech ecosystem around the University is one of the most successful biopharma clusters in the world. Cambridge Judge Business School is an integral part of these academic and commercial activities, which it supports through its Entrepreneurship Centre and its Centre for Health Leadership & Enterprise. Twenty per cent of the School’s faculty have a research and teaching interest in healthcare, one of the largest healthcare concentrations amongst the leading business schools. This allows us to draw on a wide range of academic expertise to address the most pressing needs of the industry in a holistic manner. Many of our faculty hold honorary appointments with major hospitals and engage directly with the leaders of these organisations in addressing some of the most pressing problems that they are facing. The experiences gained through such engagements are directly translated back into the class-room. Cambridge Judge Business School can thus offer a unique combination of evidence-based academic thought leadership with practical hands-on advice, based on our faculty’s practical experience.

This programme counts towards the Cambridge Judge Business School General Management Certificate of Achievement. On completing the GMCA you will be eligible to become an associate member of Cambridge Judge Business School's global network of graduates and business-focused University of Cambridge alumni, faculty and staff.

Who should attend

We welcome senior leaders of healthcare provider organistions, including senior managers, clinicians, senior nursing leaders. The programme will also be of interest to participants from non-provider organisations (including insurance, commissioning and management consulting) who wish to gain insight into the challenges of developing and implementing strategic change in healthcare delivery organisations. 

Faculty & speakers

Stefan Scholtes

Stefan Scholtes

Dennis Gillings Professor of Health Management

PhD (Karlsruhe University)

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Christoph H. Loch

Christoph H. Loch

Professor of Management Studies

PhD (Stanford Graduate School of Business)

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Philip Stiles

Philip Stiles

University Senior Lecturer in Corporate Governance

PhD (University of London)

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Dates & fees

Dates Duration Fees *
22-24 May 2019 3 days £2,995 + VAT

VAT is charged at the prevailing rate, which is currently 20%; e.g. £2,995 + 20% = £3,594

* Fees include instruction, materials, lunch and breaks. Preferential rates may be available for groups, University of Cambridge alumni and members of the School's Alumni Association. Please note prices pre-registration are subject to change.

For information regarding payment terms, cancellation rights, transfer policies and fees, please see our terms & conditions documents:

Terms & Conditions for Self-funded Applicants (pdf, 233KB) (updated 31 January 2018)
Terms & Conditions for Organisation-funded Applicants (pdf, 250KB) (updated 31 January 2018)

Registration closes at midday two working days before the programme start date.

Participants are expected to attend the full programme.

If you have any questions or would like to have a chat about this programme and how it could benefit you or your organisation, please get in touch with the programme advisor:

Isabelle Geisthardt

Business Development Director
Tel: +44 (0)1223 761016

Access Isabelle's profile

Isabelle Geisthardt

Version 2 (19 October 2018)

Book a place

You can register for this programme via our online system. Please note the registration form will open in a new tab/window.

When you register for this programme, please let us know if your organisation is paying for your placement or if you are applying as an individual.


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