Faced with mounting financial pressures, shifting regulations and accelerating technological change, hospital and health system CEOs must stay well-informed to guide their organizations. As part of their forward-looking strategies, leaders are reading about a range of topics — from climate sustainability to leadership succession.
Becker’s asked: What are you reading up on now to prepare for the next three to 10 years — and why?
Editor’s note: Responses have been lightly edited for clarity and length.
Wayne Gillis. President and CEO of Rehoboth McKinley Christian Health Care Services (Gallup, N.M.): Here are key areas that I believe will provide value to read up on: understanding how hospitals contribute to greenhouse gas emissions and strategies for reducing carbon footprints is crucial from the perspective of healthcare climate impact.
Sustainable hospital design and construction also play a vital role, including adherence to green building standards such as LEED certification, as well as utilizing sustainable materials and energy-efficient infrastructure. Energy management and the adoption of renewable energy sources like solar and wind, along with energy-efficient HVAC systems, lighting and medical equipment, are essential for long-term sustainability.
Waste reduction and management are equally important, focusing on strategies to minimize medical waste, increase recycling, and ensure the safe disposal of hazardous materials. Water conservation practices and technologies that reduce water use will significantly impact hospital operations and resource efficiency.
In addition, supply chain sustainability involves sourcing eco-friendly medical and non-medical supplies and engaging suppliers in sustainability practices.
Operational efficiency can be enhanced through digital solutions such as data analytics, [internet of things] and AI, which optimize resource utilization. Telehealth and remote monitoring also serve as sustainability tools by reducing the need for patient travel and resource use.
Staying informed about evolving regulatory and policy landscapes is vital; understanding regulations and incentive programs, as well as hospital accreditation standards related to sustainability, will guide strategic planning.
Staff engagement and community impact are fundamental for implementing sustainable practices within healthcare organizations. Building sustainability into staff training, fostering a culture of environmental responsibility, and addressing social determinants of health and community sustainability will ensure broader positive impacts.
Focusing on these topics will help us anticipate the next decade’s challenges and opportunities, including climate change implications, technological advancements, regulatory shifts, and evolving patient expectations. Staying informed enables strategic planning to reduce environmental impact, enhance operational resilience, and foster healthier communities.
For further reading, I recommend these articles: the 2023 report by Healthcare Without Harm and Practice Greenhealth, which outlines strategies for achieving zero carbon emissions; the 2022 publication by the World Green Building Council discussing sustainable hospital design; the CDC’s 2023 Sustainable Healthcare Initiative addressing climate-related health risks; the 2024 Healthcare Climate and Environment Scorecard from Practice Greenhealth, which assesses hospital sustainability performance; and the 2023 special issue of Frontiers in Sustainable Cities on urban healthcare sustainability approaches.
Maulik Joshi, DrPH. President and CEO of Meritus Health (Hagerstown, Md.): I recently re-read a McKinsey article from 2019, “The Mindsets and Practices of Excellent CEOs.” Our board is engaged in robust leadership succession planning, considering both short-term (for example, if an interim CEO needs to be named unexpectedly) and long-term needs. The article outlines a leadership model with 18 practices — skills and mindsets — of CEOs. I am using this article with our board, asking them to vote on and prioritize the 18 practices they want to see in an interim CEO candidate and in a permanent future CEO. We have no immediate or planned leadership changes, but succession planning is essential to ensuring a successful future. The article has served as the foundation for a tremendous board discussion.
Steve Leffler, MD. Interim CEO of UVM Health and President and COO of UVM Medical Center (Burlington, Vt.): I’m reading about AI and how it can help healthcare in the future. I’m also reading “World Class: A Story of Adversity, Transformation, and Success at NYU Langone Health,” a book about NYU Langone’s goal of becoming a five-star institution under the CMS rating system. I’m talking to a lot of other hospital CEOs about how they’re managing things — what issues they’re facing, how they’re handling governance, networks and leadership. It’s really a combination of all those things.
Brad Meyer. CEO of Bluestem Health (Lincoln, Neb.): Right now, I’m digging into three areas I see as critical to healthcare’s future. The first is AI and precision medicine: how data and predictive tools can make care more effective. The second is healthcare financing and value-based care: looking at how changes in payment models, risk-sharing, and rising consumer and payer expectations will shape sustainability and access. And the third is on leadership and culture, and how we can continue to build resilient, mission-driven teams that thrive in a constantly changing environment.
I’m focused on these because they connect today’s operational realities with the long-term challenges we’ll face. Preparing for the next three to 10 years isn’t just about keeping up with technology or policy changes; it’s about making sure I, and the teams we lead, are ready to navigate with clarity, adaptability, and purpose.
