From Marie Sinioris, President and CEO of NCHL
NCHL’s perspective is that much of what needs to be done is already known to the field and to health policy makers. A greater challenge is putting this knowledge into action and broadly assimilating best practices that may have been developed in other industries or among thought-leader healthcare providers.
This is especially true at a time of dramatic change. As the U.S. makes significant investments in healthcare systems, processes, and technologies, the capability to assimilate these massive changes must also be built. Fortune 500 businesses have understood that these huge investments have the best chance of delivering their expected return when they attend to the human side of the equation: ensuring that the skills, rewards, talent management, and overall organizational culture are aligned with the intended change. This is achieved when leadership best practices are adopted, cultivating the necessary competencies to inspire and manage in a challenging and changing environment. Frighteningly, at least 66 to 75 percent of large-scale changes have historically failed to deliver on their initial return on investment (ROI) promise (Kotter, 1995). Without adequately and pervasively preparing healthcare leadership to effectively implement new capabilities, many transformational components of health reform will have a lower probability of succeeding or meeting the public’s expectations.
Healthcare leadership needs to be prepared for its biggest challenges, never more than in this environment, with its intensifying demands for excellent outcomes and better value.