Managing change is one of the hardest parts of being a hospital CEO. These men and women are confronting pressing decisions, sometimes under tight deadlines, that may make or break their organization. Questions over hospital consolidation, accountable care organizations and physician alignment strategies only become more urgent when paired with decreased reimbursement. These issues affect all hospitals to some extent, regardless of their size or shape.
CEOs can feel particularly distressed when there is no right answer, according to Curt Whelan, managing director at Huron Healthcare. "Each organization's micro-economic climate, organizational culture, and strengths and weaknesses will help determine priorities," he says. Huron Healthcare, part of Huron Consulting Group, has identified five issues leaving hospital CEOs most concerned.
1. An immense amount of market-driven and reform-driven change is coming. How will I prioritize the various cost and quality imperatives my organization will need to accomplish to thrive?
2. How will I reach beyond the walls of my hospital to public health authorities, non-profit groups and others? How will I engage these key community partners in helping to improve the health of the patient populations my hospital serves?
3. How will I move my organization toward true clinician alignment and integrated care delivery?
4. What does "accountable care" mean for my hospital? Are market and reform forces moving us towards population health management in a broad sense, or should we focus on the created of integrated care models for certain populations?
5. How will I effectively lead my organization through the transition from the volume-based payment model to a value-based payment model?
Mr. Whelan shared three pieces of advice to help CEOs get a grip on these issues and work through them. First, if the CEO has a clear, compelling vision, they may have an easier time working through change and the noise that often surrounds it. "There will be a period of uncertainty, with a growing inability to predict normal business trends, such as the rate of growth or decline in hospital admissions. A well articulated vision that is owned by the CEO will work to bring together the key stakeholders of the health system," says Mr. Whelan.
Second, creating teams that can easily adjust to change, setbacks or quick decisions will also help put some CEOs' fears to rest. "Nimble teams create the ability for the organization to be decisive and swift in their decision-making processes," says Mr. Whelan. Finally, CEOs who expect and embrace changes in the industry will fare better than those who avoid altering the path the hospital has traditionally taken. "Change is always accompanied by rising anxiety," says Mr. Whelan. "The leadership key is to anticipate it and use educational tools to quickly move the management team ahead along the curve."
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CEOs can feel particularly distressed when there is no right answer, according to Curt Whelan, managing director at Huron Healthcare. "Each organization's micro-economic climate, organizational culture, and strengths and weaknesses will help determine priorities," he says. Huron Healthcare, part of Huron Consulting Group, has identified five issues leaving hospital CEOs most concerned.
1. An immense amount of market-driven and reform-driven change is coming. How will I prioritize the various cost and quality imperatives my organization will need to accomplish to thrive?
2. How will I reach beyond the walls of my hospital to public health authorities, non-profit groups and others? How will I engage these key community partners in helping to improve the health of the patient populations my hospital serves?
3. How will I move my organization toward true clinician alignment and integrated care delivery?
4. What does "accountable care" mean for my hospital? Are market and reform forces moving us towards population health management in a broad sense, or should we focus on the created of integrated care models for certain populations?
5. How will I effectively lead my organization through the transition from the volume-based payment model to a value-based payment model?
Mr. Whelan shared three pieces of advice to help CEOs get a grip on these issues and work through them. First, if the CEO has a clear, compelling vision, they may have an easier time working through change and the noise that often surrounds it. "There will be a period of uncertainty, with a growing inability to predict normal business trends, such as the rate of growth or decline in hospital admissions. A well articulated vision that is owned by the CEO will work to bring together the key stakeholders of the health system," says Mr. Whelan.
Second, creating teams that can easily adjust to change, setbacks or quick decisions will also help put some CEOs' fears to rest. "Nimble teams create the ability for the organization to be decisive and swift in their decision-making processes," says Mr. Whelan. Finally, CEOs who expect and embrace changes in the industry will fare better than those who avoid altering the path the hospital has traditionally taken. "Change is always accompanied by rising anxiety," says Mr. Whelan. "The leadership key is to anticipate it and use educational tools to quickly move the management team ahead along the curve."
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