Leading High-Reliability Healthcare Delivery

Strong Standards in Fiji: Catalyzing Culture and Accountability

Standards serve as a critical equalizer in the Global South, they define excellence, protect patients and build professional pride. In Fiji, adopting JCI standards has catalyzed a culture shift in how care is delivered. But rigid enforcement alone isn’t enough. We worked collaboratively to interpret those standards in ways that are meaningful and achievable within our infrastructure. For example, we use simplified visual aids, audit/mentorship rounds and focused compliance bundles tailored to local workflows. What sustains impact is not the checklist, it’s building the internal muscle for critical thinking, shared accountability and pride in meeting a global benchmark, even in low-resource settings.

Balancing Crisis and Transformation: Embedding Resilient Systems

It starts with clarity of purpose. Every challenge whether a drug shortage, a staff protest or an infection outbreak is an opportunity to reinforce systems that will prevent recurrence. We embed resilience by developing playbooks and cross-functional teams that don’t just react but learn. I’m also intentional about data use, we monitor short-term wins but also track outcome trends to inform strategic pivots. Long-term thinking means designing for scale, sustainability and simplicity. I often say: build with the end in mind but never forget the frontline realities.

Systems Thinking in Action: Designing Quality into Every Step

In a resource-constrained environment, systems thinking isn’t a luxury—it’s a necessity. Instead of siloed fixes, I look at how people, processes, data and culture interact. For instance, we reduced surgical site infections not just by enforcing antiseptic protocols but by aligning supply chain timelines, nurse training and leadership accountability. We treat quality and safety not as events but as design features—baked into every step. And by empowering mid-level leaders to think in systems, we create more eyes, ears and hearts aligned to a common purpose.

Hope for Healthcare: Local Innovation and System-Minded Leadership

What gives me hope is the growing movement of healthcare professionals across the Global South who are deeply committed to improving outcomes despite constraints. I see nurses and doctors innovating with what they have by repurposing tools, redesigning workflows and leading quality improvement initiatives from the ground up. We’re also seeing more openness to data, measurement and shared accountability, fundamentals that drive long-term change. Partnerships are growing and there’s increasing momentum to localize solutions instead of importing them. The future is hopeful because our leaders are becoming more systems-minded and people-centered and because the will to transform is stronger than the weight of our limitations.

Bridging Standards and Realities: Lead with Purpose

Start with listening. Global frameworks like JCI or ISO provide structure, but they must be humanized for them to take root. Invest in coaching your teams, not just training them. Make data your ally. And don’t underestimate the power of storytelling by sharing your wins and lessons so others can replicate or adapt. Leadership in the Global South demands agility, cultural humility and vision. If we lead with purpose, not prestige, we can elevate both care quality and dignity without waiting for perfect conditions.

In a world where resource limitations are often seen as barriers, Dr Ana Jimenez challenges that narrative—showing how strategic leadership, standards-based care and systems thinking can unlock extraordinary transformation across the Global South. Her work at Aspen Medical Fiji is not just about compliance; it is about rewriting what is possible for healthcare delivery in the Pacific and beyond.