THE FORESEEABLE FUTURE
he only thing certain is change—and senior living is no exception. The industry has been rapidly shift-
ing throughout its growth. Extraordi- nary, creative restructurings and new
strategies have risen as enthusiastic responses to a multitude of resident choices and chang- es. Integrating new technologies; bringing in new activities, programs, and food; making rapid discoveries about health, human rela- tionships, and cognition—and putting them into practice for a better quality of life: The past decade has been full of advances. But the extent of change and uncertainty
with which this decade opened is unprec- edented, for not only the industry, but also the nation. What do we need to get to 2030? It may start with an increased capacity to thrive under change. Here, a selection of leaders presents what
they’ve learned about managing change, and what they’ll take into the future.
hyperautomation
Have you ever said of an employee, “I wish I could clone her”? Hyperautomation creates a “digital twin” of a team or organization that not only can do automated tasks, but also analyze and reassess as a team could. It’s not replacement, just augmentation.
14 SENIOR LIVING EXECUTIVE MAY/JUNE 2020
Maureen Allen President and CEO Profi tSword
“Insight is key” While attempting to identify growth op- portunities in a healthy economy has given way to trying to ensure business survival and resident well-being in light of recent events, obtaining actionable insight is key to overcoming any challenge that they face. Organizations can generate an abundance
of valuable analytics from technology systems they use on a daily basis. For example, by implementing eff ective business intelligence, data gathering, and data management pro- cesses, operators can instantly analyze met- rics related to accounting, labor, occupancy, and clinical aspects. Real-time insight shows how to best move forward and mitigate risks within this shifting economic climate. By developing and strengthening these abilities, we’ve found that operators are not only able to better withstand sudden market downturns by having the knowledge to adapt accordingly, but also are prepared to come out stronger and more competitive once economic conditions inevitably improve.
Susan Bogan Chief customer offi cer GlynnDevins
“Not a time to be silent” With COVID-19, we’re learning something new every day about how to shift market- ing and communication strategies for our clients. We’re counseling our clients to be fl exible
and adjust to diff erent approaches to sales and marketing. We believe our audiences understand that communities must change their operational and business strategies during COVID-19, but they expect those communities to create accessible ways to keep the communication lines open. It’s okay be cautious, but it’s also impor-
tant to stay connected to your audiences. Now is not a time to be silent. The best example of success we’re
witnessing right now is advancing digital/ virtual methods of
engagement. The
communities using these tools in place of in-person visits are having positive results. We believe these approaches will continue to increase as we navigate through 2020 and into 2021.
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