Over two-thirds (68%) of UK healthcare leaders are revising their strategic plans every three months or more frequently, driven by mounting global economic pressures and cybersecurity threats, according to research by the Association for Project Management (APM) – the chartered membership organisation for the project management profession.
The study – conducted among senior managers in public and private healthcare and pharmaceutical organisations – reveals ‘a notable shift from traditional long-term planning to more frequent, agile strategy updates’. The Association says this shift ‘reflects an urgent need to adapt rapidly to emerging challenges and trends in an increasingly complex and fast-changing environment’.
The research, carried out by Censuswide, found that nearly one in four (24%) healthcare leaders update their strategies more often than quarterly, while 44% do so quarterly. Fewer respondents reported revising strategies bi-annually (16%), annually (8%), or every 2-3 years (8%), highlighting the growing trend toward short-term planning.
The research indicates that this ‘accelerated pace of strategic decision-making’ is largely driven by the need to address pressing global challenges. Respondents identified cybersecurity and economic shifts threats as top concerns (each cited by 50%), followed closely by sustainability and environmental regulations (46%).
James Evans, a healthcare project professional who has worked with several NHS organisations over the past decade, said: “Frequent strategy updates in healthcare reflect the sector’s need to respond rapidly to emerging threats such as cybersecurity risks, economic pressures, and regulatory changes. However, adapting strategy alone is not enough. Healthcare organisations must also evolve how they deliver change. Responsive project and programme management practices ensure that strategic adjustments translate into real, sustainable improvements.
“By embedding flexibility into delivery frameworks and decision-making, we can navigate uncertainty while maintaining stability in critical services.”
The survey also found that ‘cultural resistance’ (46%) and ‘uncertainty’ (42%) were the largest barriers to transformational investments among the healthcare respondents. Professor Adam Boddison OBE, Chief Executive of APM (pictured), said: “Agility is no longer optional in healthcare – it’s a necessity. With 68% of healthcare leaders revisiting their strategies at least quarterly, the dual pressures of global economic shifts and cybersecurity threats are re-shaping the way this sector operates.
“The stakes are incredibly high, affecting not only patient safety, but also the survival and resilience of healthcare organisations. Project professionals play a pivotal role in enabling this transformation. By managing complexity, integrating new technologies, and addressing critical issues like sustainability, they ensure that organisations can adapt rapidly without compromising their core objectives or commitment to patient care.”
In response to these findings, APM has launched a series of white papers to provide healthcare leaders with ‘insights into navigating an increasingly volatile landscape’. The first, ‘The difficult questions you must ask of your strategy’, explores how project management can strengthen resilience and ensure deliverable strategies.
Dr Paul Chapman, former Vice-President of APM, and director of the UK Government’s Major Project Leadership Academy, and Alistair Godbold, the Association’s Vice-President, contributed to the white paper. Both experts urge healthcare leaders to rigorously assess their strategic plans to ensure alignment with operational capabilities and the demands of transformation initiatives.
