As we contemplate the number of known and unknown challenges facing health systems today, it’s never been more important to reflect on the concept of strategic resilience. Peter Drucker once said, “The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday's logic.”
So, what should health system leaders be thinking, after being worn down by the clinical and financial stresses of COVID-19, the rising costs of labor and supplies, as well as the growing impact of workforce shortages and cyberattacks. Most responses to date have heavily focused on improving operational effectiveness and improvement of operating margins.
But when we consider strategic resilience, we should look to the ability of an organization to take advantage of new challenges.
You should be evaluating local, regional and national dynamics and doing scenario planning. Consider what might happen, and how you can best respond… and you will indeed identify new opportunities, new ways of thinking and doing. We encourage you to be bold to think and do differently.
Of course, some things just make sense:
Continue your current efforts to improve efficiency and organizational effectiveness. But don’t stop there.
Readdress Your Payer Portfolio Strategy - In the same way that you have examined your operations, you should reexamine your payer contracts, leaving no stone unturned. You should have a multi-year payer work plan that addresses rate disparities and service line reimbursement gaps.
Reframe Your Physician Value Proposition – New data suggests that physician satisfaction and departures from clinical medicine may be improving. Whether your physicians are independent or employed, we urge you to advance a disciplined focus on improving the clinical practice of medicine. We believe a portion of the improvement we’re seeing reflects the deployment of ambient AI to reduce the staggering documentation burden.
Continue to Expand Ambulatory Capabilities – As care continues to move beyond the hospital, benefit plans and payment models will continue to change. Secure site of service revenue participation. Don’t risk being left behind!
Embrace scenario planning. Let the memory of Peter Drucker drive your boldness as we collectively face a turbulent future. Great ideas will emerge – and that new thinking will be essential to future success!
Best regards,
Andy Ziskind, M.D.
Managing Director and CEO
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