Have you heard the phrase “resting on your laurels”? The idiomatic expression means to be satisfied with one’s past success and to consider further effort unnecessary.

It is interesting to note that the origins of this phrase lie in ancient Greece, where laurel wreaths (made from aromatically scented leaves of the Laurus Nobilis trees) were symbols of victory and status. In honor of ancient lore, Greeks presented laurel wreaths to winners in the Pythian Games (an important competition conducted every four years).

When someone warns you not to rest on your laurels, they are encouraging you to “keep striving and not settle prematurely, even after reaching a significant milestone.”

That is the underlying call to action for the field of CE/CPD. Many who have worked in the field for any period of time have well-defined reasons to be proud. We continue the hard work necessary to address gaps in the six aims of healthcare quality, as outlined by the Institute of Medicine: The system’s ability to deliver safe, effective, patient-centered, timely, efficient and equitable care.

As a field, many CE/CPD professionals can stake a claim to having made steady progress (albeit admittedly slow at times) to address the following objectives:

• Enhance our ability to examine and address the educational needs of our healthcare system.
• Improve our educational design strategies to appeal to our target population’s needs and expectations.
• Leverage new educational technology.
• Adopt new methods of evaluating the true impact of those educational initiatives.

However, much as it is tempting to take a break and feast in our collective CE/CPD “victories,” this is no time to pause and pat ourselves on the back. It is certainly not the time to be fitted for a laurel crown, as much work remains. Do you ever see an athlete come to the starting line of the next race wearing their wreath from an earlier victory? No, they may marvel at their history, but it becomes irrelevant with each new starting gate.

We are in the midst of a technological revolution and, given that fact, we have our work cut out for us. An Almanac article published in late 2024 identified four primary shifts occurring within the CPD field:

• Increased use of educational technology and AI.
• Enhanced educational design (built on a science of learning foundation).
• Use of technology and real-world data for improved, personalized clinician learning.
• Emphasis on adaptive, cross-disciplinary, customizable learning frameworks.

The tidal wave of new medical knowledge, technology, advanced educational tools and systemic healthcare changes we face are reshaping medicine and forcing a fundamental reckoning within healthcare education. A follow-up Almanac article offered some specific strategies for responding to the disruptive changes we see on the horizon.

A December 2023 newsletter from the American Medical Association (AMA) noted: “The current process of medical education across a clinician’s career is described as inefficient, inequitable and inflexible.” That suggests to anyone in the field that we face a critical need to keep our oars in the water and step up the pace of our paddling. What we face is a veritable tsunami of disruptive change.

It would be a mistake for us to consider our position in the healthcare ecosystem as being so well-established that we will continue to calmly serve the educational needs of healthcare professionals through existing means. It would also be a mistake to think that our field will somehow be insulated from changes experienced across various parts of the healthcare ecosystem — or to think those disruptions will be isolated and can be contained.

Recently, an 8.8 magnitude earthquake occurred off the coast of the Kamchatka Peninsula (an isolated strip of Russia located along the Pacific Ocean) and it generated 16-foot waves. That event resulted in alarming tsunami wave warnings in Hawaii, the U.S. West Coast and Japan. We should not be waiting for the next catastrophic event. We need to be mindful of the fact that our interconnectedness highlights how events that are seemingly far away may impact multiple distant “neighbors.” There are no guarantees that future events or disruptions will be so forgiving or that advanced warning alarms will sound. Dramatic changes in clinical decision- making, technological tools and data-capture strategies are already at play. What are we as CE/CPD professionals doing to proactively address the impact on corresponding educational needs of the healthcare community?

This is no time to be complacent!

Running a business (especially in turbulent times) requires that we continually evaluate what is working and what is not working to determine the strategic adjustments or redirections that are necessary. Often, successful leaders in business must set their pride aside and be willing to shift direction — to be willing to step out of the pack, try new things … to take risks.

We can all cite examples of companies that have failed to adapt to shifts in the marketplace. Companies whose figurative nautical vessels have been swamped or torn apart by huge waves of change and turbulent rapids. Consumer needs and expectations are continually evolving and businesses must change up their business delivery models to keep pace and avoid potential demise (e.g., in the form of declining market share, bankruptcy and closure).

Here are some examples that come to mind which highlight how companies can become sedentary and fail to adapt (or at least quickly respond) to disruptions in their respective fields:

Blockbuster

How many of us recall making trips to Blockbuster to make selections from their library of available videotapes? That notion seems rather archaic now, doesn’t it? The company was founded in 1985, and at its peak in the late ‘90s, it had over 9,000 video-rental stores in the United States, employed 84,000 people worldwide and had 65 million registered customers at in 2004.

Digital streaming took a huge bite out of its business, and Blockbuster simply failed to adapt to consumers’ demands. After rejecting a buyout offer from Netflix, in 2010, the company (with over $900 million in debt) filed for bankruptcy.

Nokia

Do you recall how Nokia once dominated the mobile phone industry? The company consistently invested in research and development and invented its first smartphone in 1996. However, it underestimated the smartphone trend and failed to acknowledge the significance of software (e.g., apps). In 2007, it held over 50% of mobile industry profits, but most of those profits were not coming from smartphones. Meanwhile, the company’s biggest competitor, Apple, was paying equal attention to hardware and software development and was far ahead in terms of smartphone innovations.

By 2013, Nokia had just 3% of the global smartphone market. In August of the same year, it sold its handset and smartphone manufacturing business to Microsoft for $7.2 billion. To their credit (and on a brighter note which suggests a company can pull itself out of a nosedive and potentially successfully “reinvent” itself), it has since rebuilt and branched out into different areas. The once go-to phone maker now focuses primarily on telecommunications infrastructure as a data networking equipment manufacturer, and it is seeing success.

Kodak

At one point in time, Kodak was the most famous and revolutionary name on the photographic film market. In 1888, Founder George Eastman coined the slogan "You Press the Button, We Do the Rest." The company’s goal was to make photography accessible to everyone, and their slogan emphasized the simplicity of using Kodak cameras. As was their plan, the company was largely responsible for developing cameras that were portable, affordable, transportable and ultimately accessible to the average household. Ultimately, the birth of digital imaging was the proverbial “nail in the coffin” for Kodak, as they failed to adapt to advances in technology following the invention of the consumer digital camera.

It is sad to note that in 1975, Steven Sassen, an engineer employed by Eastman Kodak, actually invented the first digital camera. (Yes, it is true the initial prototype weighed eight pounds and was the size of a toaster.) However, the company was hesitant to fully embrace the digital revolution and was concerned about cannibalizing its existing market. As a result, they missed the opportunity to leverage this discovery and continued to focus on film. They held on to the belief that its customers would value printed images over digital photography. This reluctance proved to be a major misstep, as competitors such as Canon, Nikon and Sony rapidly adopted digital technology and surged ahead by offering innovative digital cameras to consumers. By the time Kodak halted sales of traditional film cameras in 2004, it was too late to recover its losses. They filed bankruptcy in 2012.

Some examples point to the importance of a company’s willingness to reinvent itself, to think of core features that consumers and clients want while being receptive to the need to repackage and rebrand its products and/or services. For example:

Polaroid

Founded in 1937, Polaroid become one of the most iconic and beloved consumer products in photography, specifically instant film cameras. It failed to adapt to the shift toward digital photography and smartphones, which was potentially a fatal punch. After filing for bankruptcy in 2001 and again in 2008, the company has since pivoted to novelty products and retro-style cameras. To their credit, Polaroid has experienced a significant comeback in recent years. Modern iterations of Polaroid cameras have appealed to both older generations and new enthusiasts seeking tangible photo experiences. That turnaround has been driven by nostalgia and a growing interest in analog photography. The instant gratification and the nostalgia factor offered by this throwback product offering cannot be denied. For those who recall the original camera, there is a retro charm to the process. And, yes, the technology has been improved. An important takeaway is that in our attempts to offer convenience (e.g., quick digital photos saved on your phone) something valuable may be lost.

Pan Am

At its peak, Pan Am (Pan American World Airways) was the largest international air carrier in the U.S. It was known for its luxurious service and innovative approach to international travel, as reflected in its various marketing slogans: "World's Most Experienced Airline" and “Experience makes the difference.” Pan Am’s overinvestment in its existing business model and its failure to innovate led to bankruptcy in 1991, 64 years after it was founded.

As several examples highlight, being the expert in the field or, for that matter, being the first to introduce something innovative or novel to the market, does not necessarily ensure you will be able to successfully transition to a new business model or maintain your standing as a leader in the field. If only it were that simple.

In an effort to promote an innovative spirit, let’s not be too quick to label these organizational moves listed as blunders or mistakes. Rather, let’s look at what we can learn from these examples. As Henry Ford said, “The only real mistake is the one from which we learn nothing.”

A stroll through the organizational graveyard highlights a few common themes which can be said to have contributed to many companies’ demises from which we can definitely learn. For purposes of translation, some points specific to CE/CPD have been added.

• Failure to realize that customer/client loyalty is tenuous. One should not underestimate the level of loyalty or take their customers’ (their learners’) commitment to their “brand” for granted. Real-world pressures, new competition and new features may unwittingly drive customers away.
• Failure to remain humble. Some organizations may become overly confident, blinded by past success, unaware of what they don’t know or unwilling to accept the fact they have more to learn. Even the best strategic plan requires constant care and feeding.
• Failure to remember what business you are in. Operational complexities, supply chain management and shiny, new tools may distract from a company’s core business. CE/CPD professionals must remember their ultimate goal is to design and deliver well- aligned educational solutions to improve decision making skills and promote quality patient-centered care.
• Failure to align efforts, establish and monitor strategic and operational plans and gain momentum across the leadership and work teams. Disagreements over vision, roles or “ownership” can derail progress. Lack of operational skills, strategic decision- making and/or poor hiring practices can hinder even the best laid plans.
• Failure to be attuned to shifts in the marketplace and not be too quick to discuss them as they appear irrelevant (or distant) to your specific setting. Too often, organizations have dismissed market trends and failed to see the application of new technological advancements to their existing business model.
• Failure to acknowledge the need to maintain an open, adaptive mindset and a willingness to change. Some organizations may notice warning signs; however, they may downplay the sense of urgency. We must embrace the need for change, routinely adapt to the rapidly changing environment, and view it as a necessary disruption.
• Failure to make data-informed decisions. Clive Humby, noted data science pioneer, indicates that “Data is the new oil.” He describes how data is the driving force behind our digital age, just like oil fueled the Industrial Revolution. Specific to healthcare education, CPD professionals need to understand how to leverage big data, health information technology and digital health tools to enhance learning and performance.
• Failure to accept and embrace new technologies and tools. In the case of healthcare education, it is critical for us to build a base of understanding and application on how digital tools, artificial intelligence (AI) and virtual and mobile learning environments can enhance learning.
• Failure to remember that it may “take a village” to accomplish your goals. Do not be afraid to identify and pursue collaborations with various stakeholders (internal and external) to maximize the reach and impact of your efforts.
• Failure to address the fact that one size does not typically fit all. Today’s consumers are more sophisticated than ever, and there is a growing interest in tailored or customized solutions.
• Failure to create and foster (by investing in) a culture of learning and continuous improvement. While it is easy to provide feedback to others, it is critical to establish an environment that promotes self-assessment, reflection and debriefing activities as part of the context of continuous learning and improvement.

It has been proven time and again that organizations simply do not survive in the long run when they are unable or unwilling to adapt to disruption; adopt new technologies and tools; and anticipate, listen and address evolving customer demands. Success requires constant care and feeding.

Bottom line, the authors contend that one of the top reasons that businesses fail comes back to one simple concept. It is too easy to become satisfied with one’s past success and to consider further effort unnecessary.

They became complacent!

In other words, they rest on their laurels. Continuous innovation is essential for long-term survival in any industry and complacency kills innovation.

You may have much for which to be proud, but even so, keep striving — keep paddling. Do not settle prematurely. The race has only just begun!