Best Healthcare Leaders Know When to Exit
Why now? The health system is consistently profitable, it amply fulfills its mission to take care of all comers, and has received international acclaim as an early, and very successful adopter of Lean manufacturing principles in healthcare. Gabow could certainly be forgiven for basking in the sun for a little while.
"I don't know if it's the right time. But I'm 68 years old and I've been here for 40 years and CEO for 20," she says. "That certainly made me think perhaps it was time. I also think that one of the issues with leadership that's key is to know when to leave. It seems the error is most often made on the staying too long side than leaving too early."
No argument here. But then again, that's from a guy who would retire tomorrow if he could.
Motivated to reduce waste
One of Gabow's biggest legacies will be her embrace of Lean manufacturing techniques in healthcare. Lean considers any work that does not increase value for the end user to be wasteful. While she wasn't the first senior executive to embrace the practice, she was one of its most ardent believers when she and her executive team unleashed it on Denver Health in 2006.
- EHR Systems 'Immature, Costly,' AMA Says
- Anthem Blue Cross, 7 CA Health Systems Create New Challenger, Business Model
- Interstate Medical Licensure Effort Advances
- Better HCAHPS Scores Protect Revenue
- Data Points to Boom in Private HIX
- How to Build a Health Plan from Scratch
- CEO Exchange: Preparing for Population Health
- Few Winners Among MSSP Participants
- Narrow Networks Cut Costs, Not Quality, Economists Say
- Insurers see cost hikes in Partners HealthCare (MA) mergers