Fortis Healthcare sought to build strategic thinking capability among leadership and management teams to support organizational growth and competitive positioning. Leaders operated primarily in operational roles with limited exposure to strategic frameworks and market analysis.
Vivaldi designed a strategic education program with customized curriculum, workshops, and application projects covering strategic analysis frameworks, competitive positioning, growth strategy, and decision-making. Facilitation emphasized practical application and collaborative learning.
Leadership teams developed stronger strategic thinking capabilities and a shared language for strategy discussions. Participants applied strategic frameworks to real business challenges with improved rigor, establishing a foundation for ongoing capability development.
Fortis Healthcare engaged Vivaldi to build strategic thinking capability among leadership and management teams whose roles had been predominantly operational, limiting their exposure to strategic frameworks and market analysis. Vivaldi designed a customized executive education program covering strategic analysis frameworks, competitive positioning, growth strategy, and decision-making, paired with application projects that gave participants a shared strategic language and improved rigor against real business challenges.
Fortis Healthcare is one of India’s largest healthcare providers, headquartered in Gurugram and operating a network of hospitals and diagnostic facilities across India and selected international markets. The organization is publicly listed and part of the IHH Healthcare group.
Vivaldi built leadership-team strategic thinking capability and a shared language for strategy discussions through a customized executive education program and live application projects. Participants applied strategic frameworks to real business challenges with improved rigor, giving Fortis a foundation for ongoing capability development across the organization.
The curriculum combined strategic analysis frameworks, competitive positioning, growth strategy, and decision-making, but the load-bearing element was the application projects that required leaders to use the frameworks against real Fortis business challenges. Executive education only changes behavior when participants leave with a piece of work they have already done rather than concepts they have only discussed, which is what the project component was designed to ensure.
Hospital networks are predominantly run by operational leaders whose expertise is built on running clinical and administrative functions, and the strategic lens they need for growth, positioning, and portfolio decisions is not a natural extension of that operational training. Building the capability deliberately is how a network like Fortis grows the bench of leaders who can credibly make competitive choices rather than escalating every strategic question to a small group at the top.
The transferable lesson is that strategic capability spreads through shared language, not through individual training, because the frameworks only compound when peers in a leadership team are using the same concepts in the same meetings. Programs that train leaders one at a time produce isolated capability, while cohort-based programs with shared application projects produce the language that actually shifts how the leadership team makes decisions.
