The role of the hospital CEO is undergoing radical change. Formerly an administrator whose role was first and foremost financial with hospital focused operational acumen, they are now change agents charged with uniting and leading a diverse team of stakeholders to improve the financial and clinical outcomes across much larger and dynamic institutions, many of whom are major economic forces in the communities they serve. Not infrequently they are the largest employer, as well.
Some of the qualities that are increasingly recognized as key to successful management of a health system include:
- Objective identification of problems and areas in need of improvement.
- The ability to standardize internal processes and practices in partnership with the physicians and clinicians that provide the care and who must also become fully integrated as participants in the culture shift of this equation.
- Establishing, communicating and gaining buy-in and support from stake holders for an overall vision for the organization’s future.
- Sensitivity to the impact of change on all stake holders, including employees and physicians, and maintaining clear and consistent communications with them.
- Engaging fully with the communities – internal and external – served by the organization, as well as future payers, potentially taking on direct risk.
- Original and creative strategic thinking that works within a new paradigm that is intolerant of complacency.
- Recognition that developing care-centric delivery systems requires leaders with a unique combination of both analytical and relational skills.
Healthcare represents nearly 3.5% of the UAE’s GDP. It represents nearly 5% of the KSA’s GDP. With these numbers set to rise exponentially, it is not an overstatement to declare that the institutional leaders in this field, especially in the provider space, deserve to be compensated at the most competitive and warranted levels. After all, the financial health of a significant sector of our economy, and the physical health of the population as a whole, genuinely depends on it.
By Robin Singleton, Managing Partner of DHR’s Healthcare Services & Solutions Practice Group and Ayman Haddad, Managing Partner, DHR Middle East & Africa