As a doctor seconded to Deloitte through the FMLM National Medical Director’s Clinical Fellowship Scheme, I’m exploring the intersection of clinical practice and management consulting. While seemingly disparate, both fields share surprising similarities and offer valuable lessons for each other.
The similarities of consulting in and outside of the clinic room:
Problem-solving: same goal, different tools
Both doctors and management consultants are, at their core, problem solvers. We thrive on taking complex challenges and breaking them down into manageable parts. In the consulting world, this might involve frameworks like a SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis to dissect a business problem. In the clinical context, we rely on evidence-based guidelines and clinical reasoning to assess, diagnose and treat. The tools may differ, but the fundamental approach remains the same: a systematic, analytical pursuit of solutions.
Stakeholder management: building trust and navigating relationships
Whether you’re presenting to an executive team in a boardroom or explaining a diagnosis to a patient, your ability to manage stakeholders is crucial. Both roles require building trust, understanding diverse perspectives, and communicating effectively to achieve a shared goal. We’re all in the business of influence, whether it’s guiding a CEO towards a strategic decision or empowering a patient to make informed choices about their health. Effective communication is key to creating buy-in.
Communication is key: from boardrooms to bedside
Clear, concise, and persuasive communication is the common language of success in both fields. Consultants need to articulate complex ideas to clients, often navigating challenging dynamics and internal politics. Similarly, doctors must convey potentially life-altering information to patients with empathy and clarity, often in emotionally charged situations. Both professions require adapting communication styles to different audiences and mastering the art of active listening. I have found that often, the most impactful solution is the one that makes the client or patient feel truly heard and involves their full collaboration.
Data-driven decisions: leveraging the power of evidence
The days of relying solely on gut feeling are long gone. Both consulting and clinical practice are increasingly data driven. Consultants leverage market research, case studies, data and analytics (eg modelling demand and capacity) to inform their recommendations. Doctors, on the other hand, interpret lab results, imaging studies, and clinical trial data to guide treatment decisions. However, the NHS faces a unique challenge with its vast but often siloed data. Bridging this gap will empower clinicians with even stronger data analysis skills to better manage patients and the health of our populations.
How do management and clinical consulting differ?
Navigating different ways of working
Despite the shared foundation, key differences shape the consulting and clinical landscapes. Management consulting often prioritises swift action, driven by the need to deliver impactful results within agreed-upon timelines and budgets. This emphasis on efficiency and measurable outcomes is a valuable skill transferable to healthcare settings. However, healthcare transformation requires a nuanced approach. Innovations in this sector must carefully navigate ethical considerations, regulatory frameworks, and established clinical practices. Successfully bridging this gap necessitates a deep understanding of the NHS culture and an openness to adapting change management strategies to align with the complexities of healthcare delivery.
The meeting culture clash: efficiency vs. busyness
One striking difference between the private and public sectors, particularly evident when comparing consulting with the NHS, is the approach to meetings. In consulting, meetings are typically laser-focused, driven by a clear purpose and a pre-defined agenda. Every attendee understands their role and the desired outcome. There’s a keen awareness of opportunity cost – a constant consideration of whether a meeting is the most effective use of everyone’s time. For example, there’s a conscious effort to limit attendees to only those essential for the discussion, operating on the principle of “why have ten people in a room when five will suffice?”
The NHS, in contrast, sometimes appears to operate a culture of “meeting for the sake of meeting.” Overcrowded meetings are not uncommon, with attendees sometimes unsure of their role or how to contribute meaningfully. Adopting some of the efficiency principles common in consulting, such as clearly defined agendas and streamlined attendee lists, could potentially free up significant time and resources.
This difference is palpable in the typical meeting durations. In my experience, Deloitte meetings, especially client-facing ones, are often scheduled for 30 minutes, with a strong emphasis on respecting everyone’s time and maximising output. Due to the optics of resource utilisation, there’s a constant focus on ensuring that everyone’s presence is essential. The question “Does this person need to be in this meeting, or could their time be better spent elsewhere?” is frequently asked, promoting a “divide and conquer” mentality that prioritises efficient task allocation.
In contrast, NHS meetings, in my experience, often default to an hour-long duration, sometimes without a clearly articulated agenda or a defined purpose for each attendee. This can lead to situations where individuals are present but unsure of their contribution, impacting overall meeting effectiveness.
The utilisation conundrum: balancing value, patient care and sustainability
In consulting, resource management is deeply intertwined with technology, driving both profitability and client value. At Deloitte, for example, individual utilisation rates on projects serve as a key performance indicator, directly influencing end-of-year reviews. This system fosters a culture of accountability, ensuring consultants are mindful of their contributions to the firm’s overall success.
The NHS faces a different set of challenges. Human resources and administrative functions often grapple with disparate, unconnected systems. This fragmented approach can hinder efficient resource allocation and potentially impact overall effectiveness. While patient care remains paramount, exploring integrated technology solutions, similar to those used in consulting, could offer a pathway to optimise both patient care and financial sustainability. However, simply replicating private sector models isn’t the answer. A more nuanced understanding of resource allocation, adapted to the unique context of the NHS, is crucial.
The current focus on digital transformation within the NHS offers a glimmer of hope. However, the key lies not just in introducing new digital technologies, but in maximising the use of existing systems and seamlessly integrating them into daily workflows. This involves effectively managing the human element – training staff, streamlining processes, and fostering a culture of data-driven decision-making. Examining successful healthcare systems globally, particularly those with different operational models, could provide valuable insights into how technology can be leveraged to improve both efficiency and patient outcomes. This comparative approach could help the NHS identify best practices and tailor them to its specific needs, ultimately contributing to a more sustainable and effective healthcare system.
Beyond transactions: cultivating trust and partnership in healthcare transformation
Consulting engagements can sometimes feel transactional, with consultants perceived as external agents driving potentially unwelcome change. This perception highlights the importance of building trust and fostering genuine partnerships. Clinicians, deeply embedded within the healthcare system, are seen as trusted allies, providing care and support to patients during vulnerable moments.
To bridge this perception gap, consultants must embrace empathy, approaching challenges holistically and demonstrating a genuine commitment to the well-being of both patients and NHS staff. The fact that some clients choose to work with Deloitte over many years and across different organisations demonstrates that building these trusted relationships is key to successful healthcare transformation.
The feedback loop: tick box exercise vs. career currency
While both consulting and clinical work involve regular feedback, the culture surrounding it differs significantly. In consulting, positive feedback is tangible and impactful. It translates into exciting new projects, expanded responsibilities, and a growing reputation within the firm. Good feedback means colleagues are eager to work with you, a powerful motivator. In the NHS, in my experience, feedback can sometimes feel like a tick-box exercise. While important for professional development, it doesn’t always translate into tangible rewards or career advancement. Perhaps by injecting a bit of the consulting world’s “feedback-as-currency” mentality, we can create a more motivating and rewarding environment for NHS professionals.
Lessons learnt
My fellowship experience has been a masterclass in cross-sector collaboration, highlighting valuable lessons for both sides. Doctors can benefit from adopting structured problem-solving frameworks, enhancing data analysis skills, and embracing the principles of change management. Consultants, on the other hand, can learn invaluable lessons from the patient-centricity, empathy, and deep understanding of healthcare complexities that are second nature to clinicians.
While distinct in their approaches and objectives, clinical and management consulting share a common thread of a commitment to problem-solving and improving outcomes. By recognising the similarities, appreciating the differences, and embracing a culture of continuous learning, we can bridge the gap between these fields, ultimately contributing to a more robust and effective healthcare system. My own leadership and management journey has only just begun, but I’m incredibly excited to see what the future holds when diverse perspectives converge to tackle the challenges facing healthcare today.
Author
Dr. Raykal Sim
Dr. Raykal Sim is a Clinical Fellow/Senior Consultant at Deloitte and a National Medical Director’s Clinical Fellow at the Faculty of Medical Leadership and Management. She leads quality improvement projects, contributes to medical education, and supports International Medical Graduate doctors’ NHS transition, driven by a passion for improving patient care.
Declaration of interests
I have read and understood the BMJ Group policy on declaration of interests and declare the following interests: none.