That's the kind of risk I'm most interested in discussing with CEOs, such as my recent conversation with a CEO who told me he's seen great success in getting people treated in the right place at the right time through their new off-site and standalone emergency room. It was an expensive investment, and risky, but it paid off.
Never mind that he's gotten high-cost patients out of the hospital's main ER, and never mind that he feels like he and his team are better incorporating their mission of providing the right type of care to the community. He has the satisfaction of actually doing something rather than having something done to him. The very real feeling of powerlessness in facing powerful outside forces is pervasive in healthcare, so I try to seek out those who don't use that as an excuse not to execute.
Another one of our guests spent a lot of our time together insisting that "I'm not a healthcare guy, but…"Almost always, his "but" was followed by a description of some innovative project his hospital is undertaking (a hospital which was on the verge of bankruptcy and closure just four or five years ago).
The risks he's taking include a variety of diverse business opportunities that will keep this community hospital at the center of where the community seeks care, and not just acute care. Part of his vision includes the hospital as a landlord.