Hospitals and health systems are elevating a variety of roles in technology, strategy and clinical care to thrive today, and in the future.
The titles proliferating among large health systems and community hospitals include:
Chief AI Officer. Health systems are reserving space in the C-suite for leaders focused on artificial intelligence. These leaders often have technical AI knowledge but can also operate at a strategic level to spearhead projects closely aligned with the organization’s mission and drive rapid results, while also mitigating risk. Some organizations are adding “chief AI officer” to current IT leaders or promoting technical experts from within. Other organizations are hiring AI specialists from other industries to provide the right leadership and expertise in this role. As AI becomes more integrated within every department, and requires significant investment, it’s likely these leaders will continue to appear in more C-suites around the nation.
Chief Clinical [X] Officers. Physicians are taking on more strategic leadership roles within health systems as care delivery becomes more complex. In addition to the traditional chief medical, chief nurse, chief quality and chief physician executives, organizations now are appointing other chief clinical roles including:
- Chief Clinical Innovation Officer
- Chief Clinical Data Science Officer
- Chief Clinical Operations Officer
- Chief Clinical Transformation Officer
- Chief Intelligence and Innovation Officer
These roles require a clinical leader who has the ability to see the big strategic picture, understand where the organization is headed, and influence other physicians within the organization. They contribute to cross-functional teams, often leading technology-related efforts and offering their expertise in clinical workflows to inform new innovation.
Chief Health Equity Officer. Hospitals are taking a more direct role in community care and closing gaps in health disparities. The chief health equity officer brings a new lens to strategic decision-making at the C-suite level to advocate for underserved populations and community development. Chief health equity officers work closely with leaders from clinical, human resources, community outreach and more to ensure an inclusive culture within the organization in addition to designing thoughtful patient services delivery models. These leaders are often involved in community outreach and have experience with social justice and expanding access to care.
Chief Patient Access Officer. Patient access to care is an elevating issue for health systems, and will have increasing relevance in communities where patients may lose insurance coverage and benefits with changing legislation. Health systems are promoting “patient access” titles to the vice president and C-suite level to work closely with clinical and administrative leaders to accelerate access to care initiatives. Sometimes these projects focus on technology – access to virtual care and remote patient monitoring – while other times this leader drives innovation in care delivery, community outreach and ambulatory strategy. These leaders know how to use data to understand their organization’s populations and bring an important perspective decision-making around patient care.
Chief Transformation Officers. The chief transformation officer role is accelerating at health systems to lead change initiatives. CTOs often develop strategies for improved business and clinical performance related to short and long term goals. The transformation chiefs are particularly useful when organizations are going through monumental changes, as hospitals are with the introduction of AI and virtual technologies. They can also support needed reforms for organizations experiencing tighter margins and increased expenses. When CTOs have a clinical background, they can more fully tie multiple departments together and align strategic initiatives at the corporate level as well as on the front lines.
Chief Population Health Officer. Chief population health officers oversee the strategy for population health initiatives, wellness programs, community outreach and improving health outcomes. Both clinical and non-clinical leaders can thrive in this role, which requires strong relationships with the community, clinicians, politicians, business leaders and payers. Population health has elevated in recent years and its relevance will likely continue growing as health systems take on more value-based care initiatives. It will require creativity, innovation and strategic foresight to guide health systems through necessary transformation into more population health-based care.
