February 2012

How can you run an organization when you really can’t control it? If you are the executive of a hospital that is part of an integrated delivery system, that is exactly the challenge you face.

Many common ideas about strong leadership do not apply to system hospitals, and management by edict simply doesn’t work—there are too many stakeholders outside your chain of command. For a better model, you can look to the world of politics.

Based on my experience, integrated delivery systems call for many of the same leadership skills that are critical in small-town government. By implementing these skills into their leadership toolkit, hospital executives can create powerful change even where they don’t have total control

Most experts agree that the healthcare industry is in the midst of a transition from volume-based to value-based healthcare, but the process of changing a deeply ingrained culture of fee-for-service is still unclear. Ken Cohn, MD, MBA, FACS, believes hospitals can start transitioning to a value-based culture now by changing the way physicians interact with patients and each other and dissecting healthcare processes to eliminate waste. Here he discusses five ways hospitals can start thinking in terms of value rather than volume.

Healthcare is a dynamic industry, in which it can sometimes feel as if change is the only constant. An overwhelming amount of information floods administrators on a daily basis, and there is simply not enough time to take it all in. Nonetheless, it is vitally important for early careerists and more experienced individuals alike to adapt to the transforming environment. Identifying and understanding trends is key, but this is easier said than done. Developing a plan to filter relevant information and utilize appropriate sources is necessary. As the great Peter Drucker said, “Today knowledge has power. It controls access to opportunity and advancement.” Gaining the knowledge most pertinent to personal career goals can help facilitate career advancement