The pursuit of profitability and effectiveness in systems and services hinges on balancing client needs, embracing innovation, and adapting to change. Examining the successes and failures of service providers, institutions and organisations can provide valuable insights for future endeavours.
Once giants in their fields, companies such as Nokia, Kodak and Sinclair serve as cautionary tales. Failure to transition to and adopt new technologies, and reduction in product integrity prevented these companies from meeting the needs of their clients. Successful ventures such as Netflix, Amazon, Apple, and Tesla showcase the triumphs of adaptability and innovation. Increasing convenience, personalisation and taking a customer-centric approach has been the cornerstone of the success of these organisations.
In the public service sector, health boards play a vital role. These systems have been successful through the promotion of universal access, preventative care, adaptability, and community engagement. However, some health boards such as the NHS, face ongoing challenges such as funding constraints and workforce pressures, highlighting the need for adaptability and innovation in public services.
“The world’s first electric car, designed and produced in 1884 by Thomas Parker. It will take another 200 years for someone to understand and re-systemise the production of electric cars to make them popular.
The Telegraph “World's first electric car built by Victorian inventor in 1884” [April 23, 2009].
https://www.telegraph.co.uk/news/newstopics/howaboutthat/5212278/Worlds-first-electric-car-built-by-Victorian-inventor-in-1884.html”
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At Psychology Cares we believe science and discovery is “child’s play”.
Polymath Leonardo Da Vinci and theoretical physicist Richard Feynman understood this. They understood the integration between exploration and learning through sensory mechanisms and explained those experiences through the dynamic interplay of thinking, feeling, recognising, and exploring.
Putting this into practice, like how building blocks can make houses, bridges, roads and clouds, our work through CRCI is ultimately about synthesising these concepts and theories with our own so that other people can put these into practice. We standardise the mechanisms to create more effective and efficient outcomes whilst being aware there is more to learn, develop and grow.
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C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
C- Conceptual |T- Theoretical | CI- Clinical | P- Practice
Life is an opportunity. Sometimes with what can seem like insurmountable challenges. Our biggest asset is that of our mind, integrating experiences into realities that can turn adversity into unique possibilities for growth
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