When our executive coaching client Jane* was appointed vice president and COO of a large community hospital of an academic health system, her new appointment represented an exciting milestone in her career trajectory.
Last November, three professional healthcare associations co-wrote and published an open letter to the American public. In the letter, the AHA, the ANA and AMA pleaded with us to follow recommended COVID-19 infection control protocols. Back then, eight months into our pandemic, the associations expressed what many of us across the health ecosystem felt and feel: “We are all weary,” they wrote.
The end of Haven Healthcare
When the formation of Haven Healthcare was announced in 2018, Jamie Dimon, Chairman and CEO of JP Morgan, one of the sponsoring organizations (Amazon and Berkshire Hathaway were the other two) said, "The three of our companies have extraordinary resources, and our goal is to create solutions that benefit our U.S. employees, their families and, potentially, all Americans."
What will happen to healthcare in the United States when the election is over, the Supreme Court has heard arguments to declare the ACA unconstitutional, the coronavirus is still infecting Americans, and the political landscape is a little less uncertain? No one knows for sure, but Dr. Kent Bottles certainly has his opinions and provides them by looking into his crystal ball and analyzing perspectives from key opinion leaders in the field. As Kent likes to quote, "Prediction is very difficult, especially if it's about the future" (Nobel Physics laureate Nils Bohr) and "It is far better to foresee even without certainty than not to foresee at all" (Henri Poincare). In this webinar Kent covers:
1. How the ACA will change in 2021.
2. How the COVID-19 crisis will transform healthcare and society in the future.
3. How the new Congress will legislate in the healthcare arena.
4. How the new political landscape will affect hospitals, doctors, patients, and pharmaceutical companies.
The problems facing the health industry are too complex for any one organization to solve alone. Improving health outcomes, access and affordability requires collaboration and coordination from diverse sectors, including life sciences, healthcare providers, payers, public health and services, and community resources. Developing the innovative partnerships and the leadership necessary to address issues like where to invest in R&D, how to implement technology solutions, pathways for clinical treatments, best practices in data sharing, etc. is crucial for success. This presentation focuses on the opportunity pharmaceutical leaders have in leading the future health ecosystem by building collaborative partnerships that have the capacity to add tremendous value to promoting health and wellness throughout the globe. We offer strategies for building and demonstrating health ecosystem leadership through case studies and practical learning applications that leaders can implement back on the job, with their teams and their organizations.
A funny thing is happening among senior leadership teams in health systems (and other sectors as well). More and more clients are telling us that multiple members of their senior leadership teams, starting with the CEO on down, could retire if they wanted to. Then they are quick to say “But of course, no one has any immediate plans to retire,--and that’s a good thing because we really don’t have any real successors.” That statement is often followed by some nervous laughter, and maybe someone muttering “We really need to do something about a succession plan.” Then it’s usually onto the next subject.
Disruption continues to challenge our industry. Now more than ever boards are in a unique position to advise leadership on how to best respond to the rapidly changing work environment resulting from the pandemic. Like many of our clients, you may be wondering if you have the right board in place to guide your organization into the future of work. The key to creating a meaningful board starts with assessing and selecting key success factors.
At TLD Group, we believe that leaders plays an important role in advancing conversations around equity, diversity, and inclusion from awareness to action. Leaders have the platform and influence to ignite the dialogue that leads to meaningful change. In this session of our Equity, Diversity, and Inclusion series we interview Dr. Ronald L. Copeland, Senior Vice President of National Diversity and Inclusion Strategy and Policy and Chief Equity, Inclusion, and Diversity Officer for Kaiser Permanente, who has dedicated his platform to doing just that.
During the conversation, led by and TLD Group Advisory Board Chair, Bob Sachs, PhD, they explore Kaiser Permanente’s views on the impact of racial disparities and social determinants on health, and the organization's long term commitment to access to care for all.
