Innovation is about finding a problem and creating a solution. Even if clients don't identify or recognize a problem, you see, if you make that tweak, you would better serve clients; you're golden – just like that, you've created something innovative. 

Innovation in behavioral healthcare is about meeting that heightened demand for behavioral health services – with innovative, exceptional care. It looks beyond the common market space and identifies challenges and opportunities that leverage tools to assess their facilities and capabilities.

And innovation in behavioral healthcare is the catalyst in shifting their mindset for creativity and innovation and new market spaces where it has never been focused. This makes organizations unique, carving out the organizational intellectual property that will position them miles away from any competition.

The pandemic's health crisis, as with all crisis' become the immediate secondary issue to the health or any crisis. Fear, anxiety, and depression impact mental health, which affects physical health. As an expert in behavioral healthcare and strategic foresight leadership, I can attest that uncertainty requires creative examination and many discussions. 

Behavioral healthcare needs to take immediate action and examine the complex and interconnected challenges that emerged and continue to impact this crisis. Behavioral healthcare needs comprehensive, cumulative, and innovative approaches for this new paradigm shift. And it is best to address this with foresight, creative strategies, and innovation. 

Many new technologies are being released and created now. Although this is excellent, organizations that operate with direct care and not in technology do not always have the opportunity to create technology. However, they can still be innovative and create different operational and service delivery when they are innovative and serve with excellence and high performance.

We all experienced first-hand how a global pandemic can shift and reshape life as we knew it up to that moment. Overnight we had to restructure our methods of service delivery and our entire operations. That experience taught us that staying ahead of the curve is a much more comfortable place.

In short, No! 

Innovations, small and large, can have an intuitive impact on growth. Although more notable innovations such as telehealth (technological) are significant, small innovations can be created to make the lives of our clients better. 

When an organization is innovative, delivers cutting-edge, and seeks to find new solutions that improve clients' lives, they feel supported and cared for. Therefore, we help you analyze the entire operations process for innovative high-performance with or without new technologies.

Let's be honest, we are creatures of habit – we love the idea of overcoming challenges until we are faced with having to do so. Change is tough. Innovation, although simple when we don't know what it will entail, can be overwhelming. 

Behavioral healthcare has used the same procedures, processes, and delivery methods for so long that innovation is usually a deal-breaker. However, if you aren't innovative and continuously challenged to you become stagnant and outdated. Often you won't even realize you're behind until it's too late. 

But it doesn't have to be this way. If we learn how to stay in the groove of looking for problems that we can solve or things we can improve from daily tasks through client experience, you will see that innovation is profitable. The alternative to innovation is complacent stagnation – you chose.

Innovation is the gathering of resources and, with that information designing the desired future. You do this from the information that you gathered and with your human capital. 

As we have experienced, change can happen rapidly and without warning. The danger is losing leverage, knowing a) how to respond and b) how to come back from this shift. 

For this reason, we must look at an organization's overall level of innovation. And we question, could this innovation support another jolt in change? Is the organization positioned for sustainability? What are their current resources and/or human capital that can be the key to preparing them for change? And lastly, what can your organization do to spearhead disruptive change? All essential questions for growth and to be positioned for innovation.

As with anything, you must recognize that even if you survived this last crisis', you may not be able to survive another significant shift. In that case, the competition is increasing, and if large companies such as Toys-R-Us can lose leverage, so can any organization. What you need to do is first come to terms that your organization needs to have leverage. 

Change is imperative to growth; it also kicks the tires of what you are presently doing and tells you where you need the most change. Then you can position to optimize high-performance, streamline operations, and continue to discover unique and hidden opportunities.

Innovation is the outcome of a strategic foresight plan. Strategic foresight is the practice of creating a vision and a narrative about where you want your future to be. It's about-facing environmental shifts with a broad mindset. And intentionally monitoring the velocity of the change and impact those shifts can have on your industry.

The purpose of strategic foresight is to create insight on how or what can develop that could negatively impact your organization. Designing your desired future is how you find potential opportunities and position your organization for a sustainable future. 

We all experienced how the global pandemic shook up systemic issues that were there pre-pandemic. The global behavioral healthcare system was unprepared for this sudden jolt. It caused a surge of panic treating client symptoms amid crisis and simultaneously learning a new service delivery method -- pure pandemonium. Because behavioral healthcare was unprepared.

The idea is that with foresight, you will have information that will optimize your organizational innovation. Strategic foresight is the process of exploring, discovering, and creating scenarios for a potential future. And through this process, you may find potential threats that you can protect yourself from or potential opportunities you can seize. It is best to have the foresight and create those innovative systems than have hindsight with regrets.

A strategic foresight plan gives you a birds-eye-view of the potential your organization has. When you learn how to lead your organization with strategic foresight plans, you will find that you are doing more than just creating a plan. This strategy has you create a well-informed plan for your organization's short- and long-term goals. Then your organization can set high-level goals and will be set for high-performance and continuous innovation.

Yes. However, you will have to research and learn the process of innovative strategic foresight. Some clients start going alone but realize that having an expert walking them through the process cuts the learning curve significantly. 

I have the expertise and almost a decade specializing in this will be mentoring you through the process. I create a simple roadmap to help you through the innovative techniques and developments with a foresight focus. I use a unique approach to train you to position your organization for innovation and, in turn, a non-competitive market space.