Features
Agenda 111: Potential impetus to health growth
A few days ago, the country witnessed a sod-cutting ceremony at Trede in the Atwima Kwanwoma District of the Ashanti Region to put up the construction of 111 regional and district hospitals to make Ghana emerge a country with excellent health facilities, the best in the sub-region of West Africa, to prove in practical terms that our lovely country is ready to let the world see how determined it is to lead the way to progress.
Of the 111 hospitals being constructed, 88 are district hospitals while the remaining 13 will represent regional hospitals with two others being specialised hospitals for psychiatric purposes for the Northern and Middle Belts.
In fact, this is the largest investment ever made in the medical history of Ghana since independence and having been carried out by President Nana Addo Dankwa Akufo-Addo, the country salutes this noble man for his vision and foresight.
On the face of it, many people will not see the health significance of this huge project and its relationship to economic growth in the country. It is, therefore, important for us to examine the relationship between this project and potential economic growth of the country.
MEANING OF HEALTH
Health does not necessarily refer to the absence of disease, according to the World Health Organisation (WHO). Indeed, the absence of diseases may be important but good health depends on that we find ourselves in a situation where people will be able to enjoy the peace to create activities that lead to socio-economic development in their lives and in the nation. This means that if people are hindered by obstacles that make it possible for them to promote development in their lives, the state of health cannot be said to be good.
There is no doubt that the state of health impacts economic growth in several ways. In the first place, when hospitals exist to cater for the health needs of the people, it makes them healthy and strong to increase productivity. Good health, due to productivity of hospitals, reduces illness on the part of people and enables them to get better nutrition following the guidance given them by the hospitals through quality medical care. This helps to lower absenteeism on the part of workers.
Apart from this, it helps to improve the state of absenteeism on the part of school children, leading to better learning and stronger population. Again, the absence of enough hospitals often leads to increasing illnesses that cannot be easily addressed due to the absence of medical facilities. As a result, efforts are made in form of alternative financial investments for the treatment of the sick population.
ENOUGH HOSPITALS
The availability of enough hospitals in the districts and regions would have made it possible for such investments or financial resources to have been used for alternative projects that could have stimulated a higher rate of socio-economic development. Thus, the 88 district hospitals under construction together with the other 13 regional hospitals including those for psychiatric purposes are meant to promote socio-economic development directly and indirectly in the country.
By implications, therefore, the state of health in a country affects economic growth through productivity of labour. When people fall sick and cannot be treated by reliable medical facilities, it means that the economic burden of illnesses will thwart every effort being made for greater productivity as well as general growth in the economy. If, for example, the health of children is negative due to frequent illnesses in areas without health facilities, the burden of child health will affect the future income of people through the impact health has on education.
Here, the children will not be able to go to school regularly and the financial burden incurred by parents will adversely affect the trend of education in the country. If the trend of education is affected in this way, what it means is that the quality of population produced for the future will not be able to live up to expectation in terms of excellent labour force and high productivity.
INDIRECT IMPACT
This indirect impact is easier to understand if it is observed at the family level. By way of illustration, if a family is healthy, both the mother and father can concentrate on their jobs and earn some money which will allow them to feed and protect the family. In the same way, it will empower them to send their children to school. Ultimately, therefore, healthy and well-nourished children will be able to perform better in school. As these children perform better in school, they will be able to prepare themselves positively for higher or better income in future.
What this means is that if parents can envisage that their children have a high probability of reaching adulthood, they will give birth to fewer children and be able to invest more in terms of time and effort in their health and education.The point being made is that when families suffer from poor health leading to loss of children through death, they decide to have many children so that after a few deaths, some of the children can remain as human assets for their parents.
It is for this reason that in the past, in many farming areas, many parents gave birth to many children so that after a few deaths some of them would be available to help them on their farms. This means that there is a link between availability of medical facilities and the social norms and values of societies. Thus, the construction of the 111 regional and district hospitals, thanks to President Akufo-Addo and his administration, has a huge positive implication for the country’s socio-economic development and should, therefore, not be taken for granted. In other words, families with good health will not necessarily have to bring forth many children and the few children brought forth will not place huge economic burden on the state, thereby accelerating the rate of socio-economic growth.
88 HOSPITALS AND MORE
It is good that the construction of the 88 district hospitals has begun with the sod-cutting by the President a few days back. Indeed, the construction of the regional hospitals, like the district hospitals, is also dependent on the availability of suitable land for that purpose and their construction will begin towards the end of the year as indicated by President Akufo-Addo. The good news is that each hospital will be a modern state-of-the-art single-storey health centre, featuring patient reception and processing area, administration, pharmacy, laboratories/diagnostics, physiotherapy, public health, accident, and emergency facilities.
BIGGEST HEALTH INVESTMENT
As already indicated, this would be the biggest investment in health care in the country and for this reason, they should be monitored on continuous basis by the districts through the District and Metropolitan Chief Executives, whether already on the job or will be in-coming new executives. The regional hospitals, when they also begin later, should be closely monitored by Regional Ministers so that regular accounts on progress of work can be given to Ghanaians who happen to be the chief stakeholders in this enterprise.
President Akufo-Addo and his administration mean business so the entire nation must give them, but not listen to desperate propagandists in the country, the support needed to propel Ghana to a higher pedestal of socio-economic development.
Contact email/WhatsApp of author:
Pradmat2013@gmail.com (0553318911)
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Features
Fix It Fast or Lose Them Forever: The Ever-Rising Importance of Service Recovery in Competitive Industries
Yes, in literature and in practice, differences exist regarding customer service, service failures, and service recovery.
But have you ever considered the latter (service recovery) and its potential impact on service experience, brand building, and sustainable growth?
Well, in today’s fiercely competitive service economy, customer experience has become one of the most powerful determinants of business survival and long-term success.
Across industries, from aviation and banking to telecommunications, hospitality, healthcare, retail, and digital platforms, customers now expect fast, seamless, and reliable service delivery at every touchpoint.
Yet despite technological advancements and operational improvements, service failures remain inevitable.
Systems experience downtime, deliveries are delayed, reservations are misplaced, payments fail, customer inquiries go unanswered, employees mishandle interactions, and digital platforms experience disruptions.
In the midst of these, what increasingly separates successful organisations from struggling ones is not whether failures occur, but how quickly and effectively they recover when they do.
Service Recovery
Simply put, it is the process of fixing a service problem and restoring customer confidence after a failure has occurred.
Examples of service recoveries are; an airline offering compensation after a flight delay, a telecom company restoring interrupted service and providing bonus data, a restaurant replacing a wrongly prepared meal at no extra cost, a hotel upgrading a guest’s room after a booking problem, and finally a bank reversing an erroneous transaction and apologising promptly.
As competition intensifies and customer expectations continue to rise, service recovery is rapidly evolving from a routine customer service function into a critical strategic capability.
Businesses are discovering a hard truth of the modern marketplace: fix customer problems quickly, or risk losing them permanently.
Customers are More Powerful Now Than Ever
Customers now possess more power than at any other time in business history. Digital technology, social media, online reviews, and mobile connectivity have fundamentally changed customer behaviour.
Consumers now easily compare competitors instantly, publicly share negative experiences, switch providers with ease, and influence the purchasing decisions of thousands of others online.
This evolution has made customer loyalty increasingly fragile. A single poor experience can quickly damage years of brand-building effort.
In highly competitive sectors where products and pricing are often similar, customer experience has emerged as one of the few sustainable competitive advantages.
Modern customers no longer evaluate organisations solely by product quality or pricing. Increasingly, they judge businesses by their responsiveness, reliability, transparency, empathy, and effectiveness in resolving problems.
Why Service Recovery Matters More Than Ever
Failures are no longer viewed as isolated operational incidents, especially in competitive service sectors. They are moments that directly influence customer trust, brand perception, and future purchasing behaviour.
Research across service industries consistently demonstrates that customers are often willing to forgive mistakes when organisations respond quickly, communicate honestly, show empathy, and resolve issues effectively.
Conversely, poor recovery experiences frequently create stronger dissatisfaction than the original service failure itself.
For many businesses, the greatest reputational damage does not arise from operational errors, but from delayed responses, poor communication, lack of accountability, and unresolved customer frustrations.
This has elevated service recovery into a central component of customer relationship management and competitive strategy.
Speed, a Competitive Weapon
In the modern service economy, speed is no longer merely operational efficiency; it is a basic customer expectation.
Consumers increasingly expect: immediate responses, real-time updates, fast complaint resolution, and proactive communication. Delays are often interpreted as incompetence, indifference, or organisational inefficiency.
Consequently, organisations are redesigning their service recovery frameworks to prioritize rapid intervention and customer reassurance.
A cursory assessment revealed that some businesses now operate dedicated customer experience teams, 24/7 support systems, AI-powered service platforms, automated escalation systems, and real-time issue monitoring dashboards.
The ability to resolve customer problems quickly is now a major source of competitive differentiation.
Technology Is Transforming Recovery Strategies
Technology is fundamentally reshaping how organisations manage service recovery. Across industries, companies are leveraging artificial intelligence, customer analytics, chatbots, predictive monitoring systems, and integrated digital support platforms.
These tools allow organisations to identify service failures earlier, monitor customer dissatisfaction, automate responses, personalize engagement, and accelerate resolution timelines.
Some organisations now proactively contact customers before complaints are formally lodged, using analytics to identify service disruptions in real time.
This means that the future of service recovery is increasingly preventive rather than purely reactive.
Service Recovery as a Brand Strategy
Forward-looking organisations are now treating service recovery as part of brand management strategy rather than operational damage control.
The logic is straightforward because, acquiring new customers is expensive, dissatisfied customers influence others, and loyalty is increasingly experience-driven.
Businesses are therefore measuring customer satisfaction, response times, complaint resolution rates, customer retention, and net promoter scores more aggressively than before.
In many industries, service recovery performance is now discussed at executive and board levels because of its direct relationship with profitability, reputation, and long-term growth.
A call to action
As industries become more digital, interconnected and customer-driven, service recovery will likely become even more important.
Therefore, organisations that succeed in the future will likely be those that respond rapidly, communicate transparently, empower employees, leverage technology intelligently, treat customers fairly, and place their (customers’) trust at the centre of recovery strategies.
Remember, customers now have more choices, less patience, and greater influence than ever before, a clear message to forward-looking organisations that when service breaks down, recovery is everything. Fix it fast or risk losing customers forever.
Writer: Mohammed Ali
Conflict at work is more common than you might think. According to 2022 research by The Myers-Briggs Company, more than a third of the workforce reports dealing with conflict often, very often, or all the time in the workplace.
Addressing a dispute might feel tense or awkward, but resolving the conflict is typically well worth it in the long run. Whether you are trying to mediate conflict between colleagues or are directly involved. Last week we looked at three and this week is the remaining four steps you can take to manage workplace conflict.
4. Find common ground
The best way to handle workplace conflict is to start with what you can agree on. Find common ground between the people engaging in conflict. If you are directly involved in the conflict, slow down and focus on results instead of who’s right.
If you are the mediator for conflict resolution between coworkers, observe the discussion and help point out the common ground others may not see.
5. Collectively brainstorm solutions
When deciding how to handle workplace conflict, it can be tempting to problem-solve on your own. Sometimes, it feels easier to work independently rather than collaboratively. However, if you want to achieve a lasting resolution, you will need to motivate your team to get involved.
Brainstorm possible solutions together, and solicit input from everyone involved on the pros and cons of each option until you settle on a solution that feels comfortable to everyone. This will help all team members feel a sense of ownership that can help prevent future conflicts.
6. Create an action plan
Once you have created an open dialogue around workplace conflicts, it is time to resolve them. Just like any other work goal, this requires creating a concrete plan and following through.
Create an action plan and then act on it. It does not matter what the plan is, as long as you commit to it and resolve the conflict as a result.
7. Reflect on what you learned
All conflicts offer an opportunity to grow and become a better communicator. Identify what went well and what did not.
Work with your whole team to gather learnings from the conflict so you can avoid similar situations in the future.
