A recent blog post on LinkedIn about strategising resonated with me. The blog was by Nick Bartlett and the title was Hot Trends Aren’t Strategy: How to Lead with Vision in 2026. You can probably guess by the title that it’s not about infection prevention and control (IPC) or even health care, but the following points made me think differently about how to approach this year, having been part of many national and global IPC strategies over the years.
· Trends are not a strategy – the title of Nick’s blog says it all!
· How many of us have got caught up with a trend – so much so that we have perceived the trend as a strategy, rather than a potential input to enhance our work? Do you often feel overwhelmed by “noise”? Sometimes related to such trends, and which can paralyse how we will progress our actual strategies, be they focused on IPC or your own area of health care improvement? I can think of many occasions where I have been part of these types of IPC discussions. A few years ago, all the talk in my sphere of work was on universal health coverage – which remains a key global goal, but every programme of global work seemed to be saying the same thing, and I will use the example of IPC – “Why IPC is critical for UHC.” This past year everywhere I look, there is similar talk about artificial intelligence (AI). “Why AI is critical for IPC” You get the picture about trends…
· How many of us forget to consider unintended consequences when jumping on a trend – this is a constant thought in my mind! The recent focus on AI again resonates. What might we be ignoring as we channel all of our energy into the AI trap? Are we in danger of overlooking the crucial aspects of humanity and relationality – in IPC I certainly fear so. And in case you haven’t seen it yet, you can read this systematic review on AI and IPC here.
· Have we been honest and defined the real challenge for 2026 – removing the unnecessary trends noise in the process? A traditional strategy approach or using a foresight approach can allow for a degree of planning. Instead, Nick says to consider these approaches alongside the following: “translate what could happen into what an organization/team will become, and then identify how to get there.” This also stimulated me think back to my project management training from many years ago and ‘how we build the house’.
· In summary, I agree with Nick! We should dream big and have a vision, but we must design the future deliberately, not on a trend.
Read Nick Bartlett of FTSG’s blog here – happy January strategising!