- An early perspective from the CEO

Where to start? As a new Chief Executive there are many ways of introducing one’s perspective of a new position, and I shall use “direction" as mine.

First, I shall take a brief look back. I come into the post by succeeding the retired Richard Lynham. Whilst we only had eight working days together, he certainly crammed an awful lot into that time, and how grateful I am for it. Every piece of information was passed on in a totally professional and impartial manner. Having walked into situations in previous incarnations where one is shown a desk and a pile of papers with the words “it’s all yours”, believe me, those eight days were priceless. I am also blessed in having inherited a very professional and dedicated group of staff. Amy, Annette, Recia and Susan are a credit to the Society, and they all made me feel welcome from day one. These two features alone are enough to ensure that continuity, that much maligned analogy so often used in sporting terms, is alive and well at the BGS. Many organisations are quick to forget that their staff is their greatest asset but as I talk to an ever growing number of members, I am pleased to report this is not the case here.

Looking ahead
Now we can look forwards. During those initial hectic days, one of my early questions was “Is there a business plan?” Yes, there is one, and ready for a timely review. Having studied the content I am pleased to report that no great re-writing is necessary. There is a tremendous amount of careful and creative work present. What is needed however, is a review and updating of the plan in the context within which the Society now finds itself, for example, a very different NHS framework.

Many valid concepts are espoused in the plan, yet there are areas where little seems to have actually happened. What state are our relations with our professional colleagues in at present? Nobody seems quite sure. We have many members serving on all sorts of bodies, but there is no co-ordinated effort to put the Society’s view across – this needs addressing.

Brainstorming
I spent a most informative afternoon with the Society’s President-Elect, Dr Jeremy Playfer, where we sat down with a blank sheet of paper and set about laying down some ideas. By the end of this session we had identified a number of activities to address, one of course being a review of the current business plan. This is something I have already started work on, and I shall be reporting to Dr Playfer and his fellow trustees over the coming months. It is my intention to use the Newsletter to inform you, the members, of how progress is being made. I hope to be able to focus attention on a small number of achievable targets at a time, rather than attacking everything at once; that way we stand a better chance of taking the Society forward in a structured fashion. However, my first task is to review every aspect of the plan and report back to the trustees with my initial views, then we can prioritise the identified action points.

Looking inwards
Another viewpoint is to look both “inwards and outwards”. I tend to split these in two where possible. “Inwards” to me stands for operational management, making sure the Society’s assets are protected and improved as necessary. This will mean listening to the staff as they come up with ideas on how to improve their respective areas of responsibility, taking a view on their proposals and taking them forward to the trustees for approval. The objective of the BGS office is to provide members with a seamless background service, and be a point of reference when they need one. I could not say that we know the answer to everything but if you do get stuck with something then send us an email – we are here to help. With a little time and a fair wind we can usually answer all sorts of questions. “Inwards” also includes such exciting tasks as ensuring that the BGS is complying with company law of the day, and making certain that the building facilities are operating correctly, right down to changing light bulbs! So be it, a clean and safe office is one step to an efficient office.

Looking outwards
“Outwards” presents more challenging pursuits. This to me is where strategic management comes into play. Where is the Society aligned on policy matters affecting the older person? Does the Society have a view? Should it have a view? The updating of the business plan will force all these types of issue to be addressed, so that the Society is better positioned to play a leading role, not only for its members but for the patients as well.

One of the very first activities I attended was the Autumn 2003 conference in London, which was an excellent opportunity to meet both members and trade partners alike. I was struck by a number of things. First, the warmth and sincerity extended towards me by the members, I was made welcome by everyone I spoke to (and that was a lot of people!). Secondly, I spent the better part of one day going around the exhibition, gathering views from our supporters. They all said how much they enjoyed attending a BGS event, as the members actually take the time to stop and talk to them, making their attendance worthwhile.

Such a feeling bodes well for the future, particularly as we move to new locations this year. This is not to say that we can simply sit back and watch the bookings roll in – far from it; we must continually work at encouraging existing and new sponsors to participate in the scientific meetings. They are a vital element. This is where the local organising committees, the respective meetings secretaries and Hampton Medical play such an important role. Helping maintain the success of these events will surely be high on my agenda of ongoing activities.

Business partnerships
Striking up a business relationship with my counterparts in both the leading medical professions and charities is another high priority activity. We seem to have a gap in this department. Personally, I think it is very important to have a sound relationship with as many players as possible, so that we know not only what the others are thinking and doing, we can actually add our own weight and influence where appropriate. At the time of writing, this process is just starting, and I look forward to working with as many counterparts as possible as and when opportunities present themselves.

I intend the list to grow in such a way that people will actively seek the BGS viewpoint and listen to us as the learned Society we undoubtedly are. Such efforts should complement those already carried out by you, the members, who are currently influencing clinical policy in so many areas. By working together with our partners, I am sure we can play a more influential role in the shaping of geriatric medicine and the wider care of the older person. Indeed, we must do this as the ageing population expands and exerts ever more pressure on resources. Increasingly, the geriatrician will be called upon for their expertise in the care of the older patient, presenting an unparalleled opportunity for BGS members to shape this important aspect of health care.

Communication
With you, the member, working at all points of the compass within the UK and beyond, it will be difficult for me to meet everyone. However, I hope to visit as many regions and national councils as possible over the coming months, to better understand what it is that you want from the Society. In the meantime, do make use of my email:
alexander-mair@bgs.org.uk if you have a message you want to put across.

So, looking in different directions, I see nothing but outstanding opportunities and challenges waiting to be brought to fruition; I am looking forward to working with you, and to seeing as many as possible through to a successful conclusion.

Here’s to a healthy, prosperous and safe 2004.

Alex Mair