While most companies desire innovation, they struggle to achieve it. According to Boland Jones, PGi CEO, “Innovation is a double-edged sword. Everyone must be perceived to be constantly innovative to have a chance of standing out from the crowd in today's crowded technology marketplace. But innovation merely for the sake of it is meaningless.” So yes, innovation is elusive, but it is necessary and achievable.
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Senior leadership cannot afford to live in silos anymore, but instead they need to be open to the experts they have hired. With teams becoming increasingly cross-functional and traditional company hierarchies falling to the wayside, the C-Suite needs to be open to functional team ownership and open conversation. When they do, C-Suite collaboration oftentimes leads to higher growth expectations. Consider the rapidly shifting market, an integrated leadership team helps the company stay agile and profitable for the long-term and a non-siloed approach helps create and maintain follow-ship which is key to influential leadership and company engagement.
Read MoreOpportunities for non-clinical healthcare workers rise as they become increasingly valuable to patient engagement and care coordination. As COVID-pressures strain the clinical practices and resources, additional responsibilities will migrate to non-clinical staff members to pursue efficiencies and cost savings.
Read MoreThe economic volatility, social injustices, and globally polarizing issues caused by the pandemic make it difficult for leaders to plan and strategize. This pandemic effect has been an even more disruptive force in healthcare. However, the pandemic crisis avails healthcare leaders of many opportunities. Urgency and necessity give leaders the latitude to prioritize and implement strategies and organizational changes in unprecedented ways.
Read MoreHealth outcomes data and practices can be viewed as an umbrella term for integrating the best available research in the clinical practice, considering patient characteristics and preferences, organizational culture, and the enterprise mission. In essence, evidence-care protocols are those that clinical leaders recommend and support with evidence.
Read MoreWhile the vaccines have proven to be effective against contracting COVID-19, severe illness, and death, studies are still being conducted to determine if the vaccine keeps the viral load low enough to prevent transmission. Despite the good news, an alarming number of healthcare professionals are refusing to be vaccinated. This places the organization under potential financial and legal consequences…
Read MoreThe typical American professional attends over 60 meetings a month where approximately 50% of the meeting time is wasted (Source: A network MCI Conferencing White Paper. Meetings in America: A study of trends, costs, and attitudes toward business travel, teleconferencing, and their impact on productivity (Greenwich, CT: INFOCOMM, 1998)) and 39% of attendees doze off (source: CBS News). Or the worst kind of meeting where the meeting never ends! With the average executive spending 18 hours a week in meetings and the cost of those meetings up to $15M a year according to one study, it’s time to move from meetings as a social gathering to an intentionally created, goal-oriented business event.
Read MoreData and resource sharing will continue to spread across platforms and facilities. Wearables and home monitoring will add to the integration of data for individuals. Over time, the home will increasingly become the center of care through increased use of telemedicine and technological advancements. Artificial intelligence, point-of-care diagnostics, and wearable biometric monitoring will expedite
Read MoreWhile the pandemic exposed gaping holes in our social network and healthcare system, it also highlighted areas of unprecedented collaboration between entities—both governmental and private, around flexibility, including innovation and surprising cooperation.
Read MoreWhile Do-It-Yourself (DIY) Healthcare may not be new, it is expanding and offering ways to disrupt the current healthcare delivery model. It is important for healthcare leaders and providers to understand the commercial options available to their patients.
Read MoreWe are now presented with a great opportunity for courageous leadership by making a meaningful commitment to Diversity and Inclusion within the organization. Leadership now more than ever, needs to accelerate creativity and innovation to effectively address the issues of cost, quality, consumer centric care and organizational sustainability. Effective leaders know that many problems are best solved by the frontline staff who are doing the work on a day to day basis.
Read MoreIn the next decade, cardiovascular disease (CVD) in individuals age 20 and older is projected to rise above 40% with medical costs expected to rise more than $800 billion. One review suggested the astronomical rise was due to “strong and consistent evidence of an independent causal association between depression, social isolation and lack of quality social support and the causes and prognosis of Coronary Heart Diseases (CHD).
Read MoreService-line models have been around for more than two decades with numerous variations of design, executive leadership and operational success. Conventional wisdom would say, if an organization focused it's talent, financial resource and marketing efforts, it should be a home run for the clinical service. However, lack of clear goals, allocation of sufficient resources, internal executive and medical staff politics often sub-optimize expected outcomes.
Read MoreThe emotional and financial implications for healthcare organizations will be significant and possibly overwhelming. Our industry and country will be forever changed as a result of this crisis.
Read MorePressed to create a company culture in which each team member is encouraged, supported and motivated to further the company and carry the company brand, leaders often find themselves lost in their leadership, unable to truly lead. Their daily to-do lists read like a coach’s board, a confused mix of virtual moves and notes with no discernible real advancement.
Read MoreHealth care organizations are unique environments comprised of complex systems. This dynamic requires strong, reliable, and collaborative leadership. However, instead of placing leadership that best fits the difficult nature of the role, oftentimes leaders are pulled from the ranks
Read MoreIn today’s fierce healthcare market, organizations are tasked with remaining competitive and disruption-proof. Increased consumer choice, self-management and a growing number of individuals responsible for their own healthcare costs, all lead to a more discriminating consumer. Healthcare consumers are
Read MorePressed to create a company culture in which each team member is encouraged, supported and motivated to further the company and carry the company brand, leaders often find themselves lost in their leadership, unable to truly lead. Their daily to-do lists read like a coach’s board, a confused mix of virtual moves and notes with no discernible real advancement. And in an age of constant disruption coming from rapidly changing digital tools, a lack of time to truly anticipate, envision and lead can spell the difference between success and company failure.
Read MoreEmployees are consumers and talent competition is high. Leaders must support the organization and potential employee by intentionally examining their organizational culture and taking proactive steps to improve every phase of the employee experience cycle.
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