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Conference Voices

Delegates share their thoughts on the conference

“It’s really good to get an insight into the business’ plans for the future and to see where we’re going in 2010 and beyond.”

Dan Mills, Senior Product and Process Development Manager

“I’m taking away the feeling that everything makes sense, it’s the right thing to do, it’s all joined up, we have the leadership behind us and now just need to get on and do it.”

David Coombes, Project Manager

“It’s great to be able to hear first-hand the plans for the coming year.”

Michelle Hirst, Financial Controller-Overheads

 

	Bupa Health and Wellbeing UK Managing Director Dr Natalie-Jane Macdonald

One Voice, One Team, One Vision

...That was the message from Bupa Health and Wellbeing UK’s Managing Director, Dr Natalie-Jane Macdonald, when she shared her ambitions for 2010 and beyond at last month’s leadership conference.

A shared vision that keeps the customer firmly at the heart of everything we do is essential to the future success of our UK business following a challenging 2009, says Managing Director Dr Natalie-Jane Macdonald. Natalie and members of the Executive Team reflected on the trials and triumphs of the past year, outlined the strategy for 2010 and unveiled the new internal identity for UK Membership at the business’ leadership conference last month.

The conference, bringing together more than 400 leaders from across Bupa Health and Wellbeing UK, was a demonstration of the organisation’s commitment to developing a culture of collaborative thinking. It included an opening address from Natalie-Jane, an awards ceremony and a question and answer session, during which the Executive Team responded to questions from colleagues representing a diverse business encompassing health insurance, Wellness, Travel, Dental, Cash Plan and Bupa Health Assurance businesses.

“As a name, ‘UK Membership’ does not adequately describe who we are or what we do; nor does it describe the nature of our current or future plans,” Natalie-Jane told the audience. “The fact that the name often had to be supplemented with additional information indicated that a change was needed. Our new name is a sign to everyone who is part of Bupa Health and Wellbeing UK that we are all important, and are all part of one business, which is completely devoted to meeting the health and wellbeing needs of everyone we serve.”

Reflecting on a challenging 2009, Natalie-Jane paid tribute to the hard work and commitment to customers, providers and other stakeholders demonstrated by colleagues across the Bupa Health and Wellbeing UK network.

“That commitment is strongly reflected in our Surveying Our People results and is something our business should be proud of.

“But in January last year we conducted our strategic review of UK Membership and concluded that, for a number of reasons, our business model was fragile and not sustainable.

“Throughout the year we saw a number of signs that suggested we were under pressure.

“The cost of running our business had continued to rise, despite our customer numbers falling. We also had new competitors with innovative offerings and great marketing. Add to that the growth of the digital age, an unstable economy and growing customer power. All of these factors presented significant challenges. If we wanted to maintain market leadership and relevance to our customers, change was inevitable.

” Health and Wellbeing UK’s focus for 2010 will be built on three ‘pillars’ that will look to establish a culture of customer-centricity, deliver healthcare leadership and improve the way the business works by developing a more flexible operating model.

“We live and work in a world where people’s perceptions of value are their own, and they are less receptive to traditional marketing and advertising influences,” said Natalie-Jane.

“But certain things still hold true: namely, that we are here to serve the health and wellbeing needs of our customers, and that health is one of the most intimate areas in life. What also holds true is that to serve these customers’ needs, we need to be more than just good at paying the claims and sending out the results of a health check. We need to be viewed as a wholly trustworthy, listening and responsive company.

“The development of new customer propositions that bring all of our product line together and display a deep understanding of our customers is essential to achieving this.

“We must also strive to engage with and influence customers to better manage their health and wellbeing throughout all stages of their lives, delivering this both through Bupa and our strong partnerships with our supply chain.

“Finally, we need to improve how speedy and agile our business is and how easy it is to do business with us from our customers’ perspective.

We must integrate the marketing, selling and servicing of our products and services, and make them much more efficient.

“By doing these things – all underpinned by a commercial discipline that ensures all key risks are understood and appropriately managed – we will become a business that knows and understands healthcare from top to bottom: one that is easy to relate to and one that surprises with the insights and solutions we can offer.

“Ultimately, we will become a business that really does help our customers lead longer, healthier and happier lives.”