Tag Archives: CEO
Community hospitals: What’s your long-term game plan?
The volume of hospital M&A deals has doubled over the past six years, with fewer and fewer community hospitals still going it alone. For the remaining holdouts, they are at an important juncture: Should they continue fighting for independence or join a larger system?
This heavily-debated question is at the core of many board meetings. While the answer is unique to each institution, in either scenario, the community hospital that proactively controls its own destiny — instead of losing that control to market forces — can come out ahead.
Whether the future holds independence or acquisition, here is what leadership needs to know to position their hospitals for future growth.
What does it take to stay independent?
For efficient facilities with ample cash on hand, there’s an understandable allure to remaining independent. After all, the board of directors at a community hospital is typically made up of individuals from the local area who can continue to focus exclusively on addressing the needs of the local community rather than answer to a distant corporate team.
But a lean and high-volume operation today just isn’t a strong enough indicator to choose independence for the long term. Leadership must consider broader questions that take into account a host of internal and external factors:
The ”New Normal” For The C-Suite – Learning Agile Leaders
What are CEOs looking for in the next generation of C-Suite leaders? Let’s look at three real-world examples:
1. Growth Leaders – The CEO of a multi-billion dollar industrial products company boldly sets an ambitious growth goal of growing revenue by 40% over a three-year period. He has a Board-approved strategy, a solid operating plan with targets, and a newly developed business unit organization structure to implement it.
But he also knows that this is the easy part. What’s the hard part? It’s building a cadre of leaders who can grow the company at a rapid clip. No one has asked them to do anything like this before. They have good managers, but do they have growth leaders?
2. Champions of the Greater Good – The CEO of a large, global educational services company is reorganizing to increase its impact in the company’s areas of focus. The new organizational model will enable linkages across the company, connecting people from various disciplines together to innovate and drive marketplace success.
The CEO needs to staff several newly defined senior executive roles with leaders who will drive collaboration across former fiefdoms and make decisions that put the company, not their unit, first. Which leaders will have not only domain expertise but also the ability to wear an “Enterprise Hat”?
3. Transformational Leaders – A well-respected publishing company is transforming its brand. It must reach new audiences with ever more impactful content and diversify its traditional sources of revenue. The CEO came on board with a change imperative and is heading into the third year of a multi-year transformation process.
After collaboratively developing a strategy with her Board and engaging all employees in the change process, the time is now to see the changes implemented flawlessly. She needs her leadership team to collaborate across silos, make difficult strategic and operational decisions and lead with a more integrated “One Company” mindset. Who will help her lead this transformation?
The 1 thing about healthcare that needs to change: 4 executives weigh in
From the shift to value-based care to increased price transparency, the healthcare industry is in the midst of significant changes that are aimed at efficiently improving care. However, for that goal to be achieved, problems in the industry such as disparity in access to care and confusing billing systems still need to be addressed, according to healthcare executives.
In a panel discussion on Nov. 9 at the Becker’s 5th Annual CEO + CFO Roundtable in Chicago moderated by Rhoda Weiss, PhD, nationally recognized consultant, speaker, and author, four great minds in healthcare discussed the changes they would like to see in the industry, what gives them pride in their organizations and the issues that keep them awake at night.
Former Non-Profit Health Clinics CEO Sentenced to 18 Years for Funneling Millions in Grant Money to Private Companies
The former CEO of two Alabama health clinics has been sentenced to 18 years in prison for his role in a fraud scheme, according to the Department of Justice.
According to the DOJ, 53-year-old Jonathan Dunning left his post as CEO of Birmingham (Ala.) Health Care and Central Alabama Comprehensive Health in Tuskegee in 2008. However, he continued to exercise control over the two nonprofit health clinics and diverted government funds meant for the clinics to his own for-profit companies, according to the DOJ.
In June, a federal jury convicted Mr. Dunning of 62 counts of wire fraud, 33 counts of money laundering and two counts of bank fraud. A jury also found him guilty of one count of conspiracy, finding that he conspired with another person to commit wire fraud, bank fraud and money laundering.
Over a seven-year period, Mr. Dunning defrauded HHS, the Health Resources and Service Administration, the two clinics, a credit union and others out of more than $16 million, according to the government’s sentencing memorandum.
As Healthcare Changes, So Must its CEOs, CFOs, COOs…
http://www.healthleadersmedia.com/leadership/healthcare-changes-so-must-its-ceos-cfos-coos%E2%80%A6
To keep up with big changes in how healthcare is administered, financed, and organized, top leaders are finding a need for new talents and organizational structures.
Kaiser CEO Bernard Tyson on Balancing Technology and Human Touch
http://www.medscape.com/viewarticle/867711#vp_1
In this One-on-One with Medscape Editor-in-Chief Eric Topol, Bernard Tyson outlines his remarkable career at Kaiser Permanente, where he advanced from a position in the medical records department to become CEO of the $60 billion-a-year company. He also talks about why the human touch will always be at the center of healthcare, even as technology revolutionizes patient care.
Chris Van Gorder on Scripps Health’s “no lay-off” philosophy
Scripps Health CEO Chris Van Gorder talks about their “no lay-off philosophy.
Chris Van Gorder on 3 major themes of front-line leadership
AHL founder & CEO Dan Nielsen sat down for an in-depth interview with Chris Van Gorder, president & CEO of Scripps Health in San Diego, CA. This is a brief excerpt from that interview, during which Van Gorder describes 3 of the major themes of what he calls front-line leadership—the focus of his book, The Front-Line Leader: Building a High-Performance Organization from the Ground Up.
Chris Van Gorder on interviewing prospective employees
HENRY KOTULA 