Stages in repositioning of an organization:

  • The evaluation and assessment stage,
  • The acute needs stage,
  • The restructuring stage,
  • The stabilization stage,
  • The revitalization stage.
  • Lack of appropriate equipment,
  • Dilapidated equipment,
  • Wrong outcomes in procedures,
  • Lack of necessary drugs or effective drugs.
  • Wrong set of staff round-pegs in square holes.
  • Lack of dedication from staff.
  • Wrong and negative attitude.
  • Inability of staff to claim ownership of where they work.
  • Wastages,
  • Inability to manage time.
  • Faulty processes
  • Maladministration
  • Underutilization of opportunities or destabilization of opportunities,
  • High operating costs.

The first stage is delineated as ONSET of DECLINE.

Factors that cause this circumstance may include:

Its progress and making changes to the plan as needed is to ensure permanent improvement. Turnaround management does not only apply to distressed companies or institutions, it in fact, can help in any situation where direction, strategy or general change of the ways of working needs to be implemented.

Therefore, turnaround management is closely related to change management, transformation management and post – merger- integration management.

The list is endless. These problems could be temporary and through a CORRECTIVE ACTION AND RECOVERY, it could be fixed.

Turn around is a concept that should be well understood and every stakeholder should be convinced to key into it for a serious and meaningful transformation in the Health Institution concerned. Turn around could be positive or negative. In this context, if there is any institution that should be turned-around, it is the hospital or our health care institutions where every effort is put to ensure that every patient brought left with a positive outcome and a memorable experience.

The concept of managing a hospital, basically revolves round the ability of its Management to plan, coordinate, organize, staff, direct and manage finances appropriately with good budgeting.

All these landmarks in Management should be directed towards a direction that will effect a turnaround.


The hospitals today are far from where they should be. It is far from the acceptable National and International standards. You will recall when a military head of state referred to them as “mere consulting clinics”. It will surprise you to know that some hospitals in some local government areas, states and cities are still operating at that level of “mere consulting clinics”. Most hospitals can still not boast of a steady source of light, clean water, continuous supply of standard drugs, up-to-date equipment, good staff and appropriate manpower. For those hospitals where these facilities are available, they need resuscitation, maintenance and sustainability.


There are many areas in the turnaround concept of Management, but I choose to discuss five major areas which if done, could help to effect the desired turnaround.


This paper is not about breaking down a system or building or discrediting our hospitals. It is about looking into what we already have, what we are already operating and making the best of its opportunities, towards a turnaround effect. There is no doubt that the time is ripe in this country, for the hospitals to move up to a more comfortable position, a position of TURN AROUND.

During the exercise we had at the beginning of this lecture, you saw how difficult it was for us to move ourselves from our position of comfort, our comfort zone, to shake ourselves to get to the point. The point we got to was the same point, but we were more conscious and appreciative of where we got to. It takes a special effort to effect a turnaround.

The concept I will discuss today may not cost us more money, but cost us our determination to make a difference.


The attitude of most health worker to work leaves more to be desired. Our attitude is a powerful tool for positive action. It is inherently, interwoven into everything we do. Its our most priceless possession. How do we turn?

Negative → Positive

Anger     →   Gratitude

Laziness →   Hard worker.

Most health workers do not understand what it takes to work in the hospital. It is meant for only dedicated and committed workers. But what do we have today? A lot of those who got jobs because of one connection or the other and are mostly not committed. These set of people cannot drive the health sector forward.

Everyone should aspire to have achievable goals and attitude that is ready to work.


The hospital is comprised of over forty different professionals, who in their own rights are in the health team. There is the need to build a good working relationship that has positive outlook for each other. Respect is the key. Nobody can make it alone. There is the need to fight off negative attitudes and build positive ones. The moment we downgrade one profession for another, the coherence is broken and we cannot put in our best. Inferiority complex, even among colleagues in the same profession could spell doom for the health sector. This is because the poor patient will bear the prompt. We need a positive attitude.

Building a positive attitude calls for the need to change. Change is hard. Change from planting seeds of discord to hope, discouragement to encouragement. For there to be a turnaround, it is necessary to build a healthy attitude of a lasting legacy that leaves a mark that cannot be erased. All the various health professionals should be encouraged to work towards making a difference in the hospital. This involves getting committed enough to work at it.

This paper will attempt to give information and a plan. It is up to all of us to provide the effort and discipline to put the plan into action. It will be a wonderful return on your investment.