Operational excellence is no longer an option but a non-negotiable element for survival of any organisation. With the reduction in resources and a demand of higher workload, operational efficiency seemed to be the answer to the challenge. Since operational efficiency = Expense/Revenue, the lower the number, the more efficient your operation is. This seemed like a simple equation and is all about streamlining processes and amplifying productivity. However, the implementation is extremely complex in a healthcare organisation. This is because apart from algorithm and processes, healthcare operations involve a high touch of human components. While the organisational chart may be filled quantitatively (which by itself is a huge challenge), the qualitative contributions of each individual in the organisational chart boxes can significantly affect work output and revenue.

"Burnt out" is one of the most commonly used terms in 2023. We have either heard it from our colleagues, friends, family members or even used it ourselves. Burnt out can certainly affect the qualitative contributions of our staff. Burnt out is described as feeling of emptiness and mentally exhausted, devoid of motivation and beyond caring. In a study by KH Tan et al, looking at emotional exhaustion, depersonalisation and personal accomplishments as markers of burnt out, 71.3% of our healthcare workforce experienced at least one of these markers. Working environment and personal attributes typical of healthcare are the perfect recipe for burnt out.

Today's healthcare sector carries the burden of a burnt out workforce and yet has to grapple with the task to maintain operational excellence. Streamlining processes and augmentation of productivity without addressing burnt out is not a sustainable solution. Strategies to manage burnt out must be considered to uphold an operationally excellent workforce.