HEALTHCARE MANAGEMENT
THE 3 PS OF ORGANISATIONAL PERFORMANCE The inputs (work) of the people towards the output (profit) for an organisation, is an achievement of process. People and process define profits which reflect in the profit & loss statement. And in between lies the use of various ingredients such as skills, domain knowledge and other resources. This interplay may vary in degree by industry type, but the core remains the same in any business organisation. Gurrit K Sethi, Founder, Miindmymiind
Y
PEOPLE
PROCESS
- Skill - Knowledge
- Other resources - Product / service construct
es, we do know them all; there is no rocket science to this. Just a balanced interplay of sensitivities, skills and desired outcomes. I am talking of people, process and profit & loss statements — the three Ps of performance. The first P does it in a manner of the second P and the third P is the result of the first two. I was tickled into penning down this article after an interesting exchange with a few experts who evaluate managerial skills of professionals based on the mathematical concoction of a profit & loss statement. This is an effort to try and throw some light on the making of the mathematical
concoction. This understanding comes through not the managerial degrees and courses one went through, but an output of the tango of roles one played through the years to make profits happen on ground, be they for start-ups or established entities. The 3 Ps is an amalgamation of on-the-job training, learning through mistakes and of course guidance from various stakeholders including bosses, peers, juniors, and professional outsiders. After all what is a P&L. Yes many would know the definition and the formulae and the layout and the (we all learn this in business school). However, in the creation of a P&L
PROFIT & LOSS - Performance
on ground, how do we make the mathematics work, who does what part of the work and who ensures it gets done? While business schools teach us what a P&L is, it is the experience of being on the job that teaches us how to create profits that impress, profits that sustain, month after month, year after year. And the biggest learning that comes from all of these is that it is the people that make it happen, and not just a grand strategy on paper. Strategy creation is, again, an outcome of the experience, understanding of the landscape and innovative ideas on navigating the
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