At a time of rapid and fundamental shifts in healthcare, top leaders must evolve their skill set and their management style to achieve the goals of better, more efficient healthcare delivery.
This article appears in the March 2015 issue of HealthLeaders magazine.
Healthcare is changing in significant ways. The industry is migrating to a highly connected world that is growing more transparent. Meanwhile, the very measures of success for healthcare organizations are shifting.
In such an environment, physicians, nurses, and other employees look to the C-suite to make sense of it all and to help them understand their organization's place in healthcare's future. But effectively developing and translating a strategy into a new set of policies, expectations, and desired results would be difficult for anyone, especially those who have reached their lofty positions by excelling at a business model that becomes more outdated and irrelevant with each passing day.
The pace of the transition can be breakneck or slow and measured; but in either case, some senior leaders are proving old dogs can yet learn new tricks—because they must.
Philip Betbeze is the senior leadership editor at HealthLeaders.