Becker's asked C-suite executives from hospitals and health systems across the U.S. to share their organization's areas of growth for the next few years.
The 35 executives featured in this article are all speaking at the Becker's Healthcare 12th Annual CEO+CFO Roundtable on Nov. 11-14, 2024, at the Hyatt Regency in Chicago.
To learn more about this event, click here.
If you would like to join as a speaker or a reviewer, contact Mariah Muhammad at mmuhammad@beckershealthcare.com or agendateam@beckershealthcare.com.
For more information on sponsorship opportunities, contact Jessica Cole at jcole@beckershealthcare.com.
As part of an ongoing series, Becker's is talking to healthcare leaders who will speak at our conference. The following are answers from our speakers at the event.
Question: What new roles and skills will your team need in the next 2-3 years?
Terry Shaw. President and CEO of AdventHealth (Altamonte Springs, Fla.): There are some essential skills I've learned in my career that I encourage my team to hone:
- Be the person who gets work done, and help others do the same. If you become known for this, more opportunities will present themselves.
- Learn to communicate, both up and down. I have benefitted from gathering various teammates into a room to critique my message. This has helped sharpen and clarify my message for its intended audience.
- Ask the next question. Be curious enough to understand the nuances of your situation, versus just getting the ”right” answer. This will help you become skilled in accurately assessing whatever situation you're in.
Pete November. CEO of Ochsner Health (New Orleans): At Ochsner Health, we're focusing on the clinical roles we need to serve our patients and communities and fulfill our purpose. This is reflected in our significant investment in educating and training the next generation of talented nurses, physicians and other healthcare professionals our Gulf South communities need.
In addition to the compassion and commitment to excellence that we always look for, I think more than ever we'll need people who are open to innovation as we evolve for the future and technology continues to change the way we work. For example, future clinicians at Ochsner will work in an environment where we have expanded virtual nursing and leveraged AI to support patient messaging and documentation, and no doubt, more innovations we can't even imagine yet. As new tools, technology and data change to elevate the care we provide and make care simpler to deliver, we'll need team members who have the skills and the mindset to embrace that change as a crucial part of our work to deliver the best care and patient experience.
David Berger. CEO of University Hospital of Brooklyn (N.Y.): I firmly believe that everyone in healthcare will need an understanding of Generative AI, its potential as well as the risks. Healthcare workers will need to learn how to safely incorporate Generative AI into their daily work to improve productivity. Healthcare workers will need to understand how large language models are created and specifically how to evaluate for bias, hallucinations, and fabrications
Nate Shinagawa, MHA, FACHE, Senior Vice President and COO at UCI Health (Orange, Calif.): Generative AI makes it easier than ever to get answers. It's the questions that are the hard part. Teams in this new era of AI will need to upskill in critical thinking by becoming more curious, thoughtful, and rigorous in how they approach problems. AI doesn't understand context, history and the “why” behind healthcare problems the way humans do. It'll be the teams who know how to combine human intellect with artificial intelligence who will succeed.
Garrett South, MPH, CPXP. Senior Leader of Patient Experience at Dignity Health, California Hospital Medical Center (Los Angeles): In the coming years, our teams will need to increasingly rely on emotional intelligence and a deep commitment to diversity and inclusion. Recognizing the importance of enhancing the human experience in healthcare, we must prioritize understanding and connecting with the individuals we serve and also the individuals we work alongside. Cultivating humility and acknowledging the rich tapestry of cultures, preferences, and experiences will be imperative for fostering meaningful relationships and delivering compassionate care. To navigate this ever changing landscape, it's pretty simple: lead with respect and empathy and all will fall into place.
Nancy Howell Agee. CEO of Carilion Clinic (Roanoke, Va.): As our reliance on technology grows (along with its price tag!), it's essential that leadership teams develop a keen understanding of both its potential and risks, and leverage their investments appropriately to reduce work burden for providers and improve care for patients. Ensuring these investments contribute to improving the patient experience is paramount.
Edmund Pribitkin, MD. President of Jefferson Medical Group; Executive Vice President and Chief Physician Executive at Jefferson Health (Philadelphia): In order to optimize the allocation of scarce resources, teams will need to better understand how standard KPIs intersect. For example, how do reductions in length of stay affect CMI levels and is that a fair trade-off if you increase the number of individuals you can serve? These metrics must also be refined so that we look not only at contribution margins generated per case or per admission but also at contribution margins per LOS and length of operating room or ICU time. Data analytics skills will be essential to understanding the value of consolidation or expansion of services.
Jim Heilsberg. CFO of Tri-State Memorial Hospital and Medical Campus (Clarkston, Wash.): Productivity management beyond what has been done in the past. Data analysis to uncover trends by doctors to increase volume of visits, surgeries and inpatient stays.
Siri Nelson, FACHE, MHA. President and CEO of Marshall Medical Center (Placerville, Calif.): A focus on empathy and listening to understand is key to engaging our staff and succeeding in the next few years and beyond. Healthcare providers and staff have been through such a difficult time and the process and systems in place to operate can be frustrating and inefficient. It's time to focus on making their lives easier by listening with an open heart and making changes based on the best interests of those who do the work.
Debora Thomas. Senior Vice President and CFO of the East Florida Division at AdventHealth (Altamonte Springs, Fla.): Our finance teams will need to expand their roles beyond traditional cost and revenue management to include partnering with clinicians to lead interdisciplinary teams to execute on practical opportunities that reduce clinical variation that is focused on maintaining or improving quality and experience while right-sizing utilization of resources and partnering with clinicians to find mutually beneficial solutions. This will require the financial teams to strengthen their influence, collaboration and problem solving skills as well as increase their understanding of the 'how and why' of physician practices and clinical operations beyond the traditional management of case management throughput, supply costs and productivity.
Brian Peters. CEO of Michigan Health Hospital Association (Okemos): As I look to the future, I believe our member hospitals and health systems will need to develop and exhibit a deeper understanding in three areas. First, we need to look at every emerging challenge through the lens of technological innovation; in other words, is there a better, more effective way to deal with an issue by deploying technology, which will become even more robust in the years ahead. Second, because more and more of the people we serve will be covered by Medicare, Medicaid, and other governmental programs, everyone in healthcare needs to have a comfort level with the public policy and political arena — how the process works, and the elected officials who make the decisions in state capitols and in Washington, DC. Politics is not a spectator sport! And third, while we are clearly on the health equity journey, we need to continue to embed it firmly in our organizations cultures.
Raji Kumar. CEO and Managing Partner of Crescent Regional Hospital and Hill Regional Hospital (Lancaster, Texas): In the evolving landscape of healthcare, there are several key skills and roles that are becoming increasingly important for the future. Some of the essential skills and roles needed in healthcare in the coming years include:
1. Healthcare technology and data analytics: With the growing importance of technology in healthcare, professionals with expertise in healthcare IT, data analytics, and digital health are crucial for leveraging data to improve patient care, operational efficiency, and decision-making.
2. Population health management: As healthcare shifts towards value-based care and population health management, professionals who can design and implement programs to improve health outcomes for entire populations will be in high demand.
3. Telehealth and remote care: The adoption of telehealth and remote care services has accelerated, making skills in telemedicine, virtual care, and remote monitoring essential for healthcare providers to reach and care for patients remotely.
4. Patient Experience and Engagement: Focusing on patient-centered care and enhancing the overall patient experience requires professionals skilled in patient engagement strategies, customer service, and communication to drive positive outcomes and patient satisfaction.
5. Health policy and regulatory compliance: Given the constantly changing healthcare regulations, expertise in health policy, compliance, and regulatory affairs is critical to ensure organizations adhere to laws and regulations while delivering high-quality care.
6. Interdisciplinary collaboration: As healthcare becomes more team-based and integrated, skills in interdisciplinary collaboration, communication, and teamwork are essential for coordinating care across different specialties and disciplines.
7. Clinical leadership and quality improvement: Strong clinical leadership is vital for maintaining high-quality care standards and driving continuous improvement in clinical outcomes. Professionals skilled in clinical operations, quality improvement, and patient safety play a key role in enhancing healthcare quality.
8. Health equity and cultural competence: Understanding and addressing health disparities, promoting health equity, and providing culturally competent care are essential skills for healthcare professionals to ensure equitable access to care for all patients.
By developing these skills and roles within the healthcare workforce, organizations can better adapt to the changing healthcare landscape, improve patient outcomes, and deliver high-quality, patient-centered care in the coming years. Investing in ongoing education, training, and professional development in these areas will be crucial for healthcare professionals to meet the evolving demands of the industry.
David Rottinghaus, MD. President of Physician Network at Butler (Pa.) Health System: I anticipate a dedicated set of roles and skills to help navigate the path from fee for service and volume to value-heavy agreements. We will need to make sure there is a steady flow of revenue to sustain health system operations, while directing resources toward quality arrangements with payers. Quality achievements are typically paid months in arrears, which is not conducive to running a health system. High quality care and outcomes, coupled with waste reduction and cost-control need to be appropriately supported by payers and to the benefit of patients and overall sustainability of healthcare.
Ben Bucher. CEO of Towner County Medical Center (Cando, N.D.): Managing population health by utilizing population health platforms and supporting value-based care initiatives. We will need a strong workforce in this area to assess, monitor, and enhance the overall well-being of our patient population. Coordinating patient care takes employee and patient engagement on both ends to succeed.
AI specialists to navigate the immense amount of data that can be absorbed through this rapidly advancing AI technology. Specific skills needed by AI teams consist of: data analysis and interpretation, clinical decision-making algorithm development, research and development, regulatory compliance, and strategic planning to name a few.
Coming from a rural background, executive teams and governing boards need to find a way to collaborate with other healthcare providers and organizations to improve patient quality, create healthier communities, and utilize their network scale to begin to drive down the cost of healthcare and manage value-based programs. Through clinically integrated networks, interdependence drives independence and keeps decision making and healthcare local. By bringing together population health management, physician/provider engagement, and strategic payer partners, smaller rural-based health care organizations can increase their collaborative IQ and strengthen their relationships with larger health systems and patient populations.
Peggy Duggan. Executive Vice President, Chief Physician Executive and Chief Medical Officer of Tampa General Hospital (Fla.): At Tampa General Hospital, we are on a journey to become the safest and most innovative academic health system in America. To achieve this, we are focusing on being the best in analytics, high reliability, and team member engagement in system problem-solving. I have developed several roles to support advancing that vision in the chief medical office. The medical director of clinical analytics is a liaison between our clinical and data analytics teams, providing insights that inform the organization's strategic decisions. Our director of high reliability is developing our high reliability program, implementing reliable solutions to identify and mitigate risk. Additionally, our system director of quality is charged with performance improvement across our academic health system. With the ever-changing healthcare landscape, these positions and their functions will assist in helping to keep Tampa General at the forefront of healthcare transformation.
Tom Siemers. CEO of Wilbarger General Hospital (Vernon, Texas): The ability to effectively lead cross-functional teams empowered to solve problems. The old, vertical organizational chart with silo thinking can't go away fast enough. Today's complex challenges need fast-moving teams composed of members with different skill sets and expertise. They need to focus on a specific problem, do the work of understanding what's causing the variation, develop consensus on a plan for improvement, and execute. The next challenge is to maintain focus and measure results with accountability. Adapt as needed.
Julia Mason, DNP, RN. Senior Vice President of Patient Care Services and Chief Nursing Officer of Hospital Division at MetroHealth (Cleveland): The front-line nurses will need to continue to get more comfortable with technology and namely AI. There may be hesitation “allowing” AI to complete admission profiles, discharge teaching, or medication teaching; however, this will become a partner to the nurse's care. AI enabled dictation into the EHR will decrease the time in front of a computer and guide the nurse through the assessment and could even flag the nurse if there is a potential issue or complication.
Dianne V. Jewell, DPT. President and CEO of Sheltering Arms Corporation and Hospitals (Glen Allen, Va.): Sheltering Arms has provided a continuum of physical rehabilitation services to the Richmond, Va., community since the mid-1970s. Over that same time frame people with disabilities have fought for meaningful recognition and inclusion in society. The COVID-19 pandemic revealed that, in spite of gains made, people with disabilities are among the most marginalized in the U.S. Their isolation and resource deprivation intersects with the policy debates about social drivers of health and the role that healthcare organizations should play to address barriers that interfere with productive and healthy lives. We are a 114 bed physical rehabilitation hospital with 8 outpatient therapy clinics (Sheltering Arms Institute) as well as community based adaptive fitness and recreation services (Sheltering Arms Corporation & Hospitals). We don't have the resources to “boil the ocean” that social drivers of health comprise.
That said, we believe now is the time to expand our role in advocacy on behalf of the people we serve. We are already engaged through membership and leadership roles in various professional societies. The initiatives they pursue generally focus on legislative and regulatory issues that limit access, payment, or scope of practice. We plan to increase the breadth of our efforts through community education and public awareness campaigns that are more holistic in nature. We anticipate philanthropy will also play an expanded role as we aim to build a network of supportive services that allow our patients to transform into active, successful community members who participate in their preferred occupational, educational, recreational and leisure pursuits. This effort will demand a new vocabulary and development of new relationships for our team members, the majority of whom are used to the narrower lens of healthcare. We also will need to be mindful of the rules that govern not-for-profit engagement in the advocacy space in Virginia. Currently we are building up our capacity to undertake this expanded role.
Maura Buxton. Managing Director of B2B and Enterprise Strategy at CVS Health (Woonsocket, R.I.): Adaptability will be key for our teams and ensuring tireless focus on internal and external stakeholders as the healthcare landscape continues to evolve
Michael Backus. President and CEO of Oswego Health (N.Y.): If surviving a global pandemic taught us anything as healthcare leaders, it’s that you need to be nimble and ready to pivot. Our landscape is like no other and is ever-changing, and so as I think of the future, and ensure my team has the tools and resources to do the job, the skills we must perfect is that of communicating change, whether good or bad, in a transparent, clear and concise way. Employees look to you for updates, information, and reassurance that we are not only in a financially stable position, but they want to be a part of the future we are building, so make sure they understand your vision. Though we will always need to pivot, we need to make sure we’re business-minded and that our projects and initiatives align with our strategic plan. I can even see bringing in a Change Management Officer to guide us further to guarantee we are ready for not only change but to keep us on track to complete what we’ve set out to do within our strategic plan. As we think of the future, we also must be prepared and ready to adopt information systems optimization and certainly implementation of AI and additional cybersecurity measures.
Wayne Gillis. CEO of Great Falls (Mont.) Hospital: As the landscape of healthcare continues to evolve, hospital leadership roles are also adapting to meet new challenges and opportunities. Here are some emerging roles and skills that are increasingly important in hospital leadership:
Data analytics and informatics: Hospital leaders need to understand how to leverage data to drive decision-making, improve patient outcomes, and optimize operational efficiency. Skills in data analysis, interpretation, and the ability to implement data-driven strategies are essential.
Digital health integration: With the rise of telemedicine, remote patient monitoring, and electronic health records, hospital leaders must be proficient in integrating digital health technologies into their systems. Understanding the benefits and challenges of digital health and leading teams through technology implementation is crucial.
Population health management: Hospital leaders are increasingly responsible for managing the health of entire populations, not just individual patients. Skills in population health management, including risk stratification, care coordination, and preventive care initiatives, are essential for success in this area.
Aiesha Ahmed, MD. Vice President of Population Health at Spectrum Health (Grand Rapids, Mich.): As the healthcare landscape continues to evolve, I believe there will continue to be a higher need for cross sector partnerships. This will require leaders and teams to show adaptability, desire for relationship building and stronger communication and collaboration skills.
Mayank K. Shah, MD. Vice President and Chief Medical Officer of Advocate Condell Medical Center, Advocate Health (Charlotte, N.C.): The acute care setting demands multiple skills in clinical management. Our quality focus requires the team to deep dive into each metric, create collaborative ownership, and focus on meaningful interventions that will create impactful outcomes. An example of this work is how our teams have determined that focus on observed outcomes is not sufficient. Whenever our observed to expected ratios are not aligned, there may be opportunities to focus on innovating and thinking of factors contributing to the calculation. Having a deeper understanding of impacts of documentation on these metrics is a skill set required of our team to be successful.
Utilization management opportunities need to align with eliminating inefficiencies in healthcare and looking for process metrics that correlate with outcomes. For example, it is frustrating to ask providers to manage length of stay which is commonly impacted by multiple factors. However, we discovered that having 60 or more discharges per day automatically improves LOS. So, setting that as a target for our providers became an opportunity for actively managing length of stay. Our teams need to be skillful in finding these correlations that can help us practically drive outcomes.
Next as we look for healthcare efficiencies and crunch in cost control, it is also important to evaluate and leverage virtual technology, artificial intelligence and automation. Our teams need the ability to critically evaluate this growing area in healthcare and how they might fit into their workflows without being fearful of their employment.
Finally, workforce management is critical to our future success in health care. Our teams not only need to be clinically astute but also emotionally intelligent to be able to improve workforce engagement, development, and growth to sustain our future. In summary, our teams should have the ability and skills to think outside of the "silos" of their work to collaborate across the entire healthcare spectrum.
Shannon Becker. Vice President of Information Systems and Clinical Systems at Sentara Health (Norfolk, Va.): Healthcare IT is dynamic and constantly evolving, driven by advancements in technology, changes in healthcare practices, reimbursement models, cyber concerns, staffing constraints, and the way in which our patients and members choose to consume healthcare. In the next two to three years we will need to create new roles and skills in virtual care (telehealth and asynchronous care options), remote patient monitoring, interoperability, AI integration, consumer experience, and cyber security. Enhanced skills and new positions in these spaces will be vital for success given the increasing level of complexity in providing safe, secure, and seamless care to our patients and members at Sentara Health.
Janet Bennett. Vice President of Cardiology Services and Clinical Cardiology at Deborah Heart and Lung Center (Browns Mills, N.J.): One new role our team will need in the next two to three years is a healthcare AI specialist. There are many new AI solutions being introduced into the healthcare industry to help schedule, diagnose and document patient experiences, which will need to be tested, validated and monitored. Team members will need technological proficiency to support AI powered applications; such as remote patient monitoring and mobile health. Our team will need to be adaptable to quickly learn new platforms and care delivery modes, while remaining committed to a continuous improvement culture.
Loudrige Jean-Philippe. COO of Palm Beach Health Network Physician Group, Tenet Healthcare Corporation (Dallas): The main skills any team will need for the next two to three years is adaptability and resilience. Change is inevitable. Leaders must help their team embrace and implement transformative change to adapt to new situations, technology, and innovation. The ability to shift focus, especially in times of uncertainty, is fundamental to maintain competitive advantages. As digitization accelerates, the other skills are being able to think critically and strategically. Collaboration skills as well as we have an increasingly connected market, world, and resources.
Andrew Chang. Chief Marketing Officer of UChicago Medicine: Ability to deliver insights from a plethora of data, and tell a succinct and compelling story; ability to focus on strategy, not tactics; Ability to have a relentless focus on results and represent the voice of the customer (doctors and consumers).
Mike Poore. CEO of Mosaic Life Care (St. Joseph, Mo.): In the evolving landscape of management, the next two to three years demand a set of dynamic skills to navigate the challenges and opportunities ahead. One crucial aspect is the management of a workforce that spans generations, cultures, and geographies. This includes the delicate task of engaging remote teams dispersed globally (yes globally, because the best IT resource may not be in the States), while fostering a cohesive culture centered around creativity and patient-centric values.
Furthermore, the integration of AI and other cutting-edge technologies is imperative to drive productivity, enhance outcomes, and elevate customer/patient experiences. Equally essential is the transfer of knowledge and experience from seasoned professionals to younger generations, fostering a continuous learning environment. In this rapidly changing environment, effective leadership transcends traditional roles, requiring individuals to become influencers who lead with purpose, authenticity, and compelling storytelling.
As Wayne Gretzky famously said, "I skate to where the puck is going to be, not where it has been." In management terms: "Don't meet them where they are, meet them where they are going to be," emphasizing the importance of forward-thinking leadership. To effectively communicate with diverse teams, micro-segmentation strategies are essential, tailoring messages to resonate with caregivers with diverse backgrounds. Additionally, amidst the competition for attention, crafting a strong value proposition and creating hyper-relevant content are vital.
Engagement efforts extend beyond traditional methods, incorporating innovative approaches such as moderated town halls and concise video presentations. Quick feedback mechanisms like touch base surveys and insights from focus groups help in staying agile and responsive to evolving needs. Ultimately, success lies in the ability to tell relevant stories that inspire and unite teams towards common goals, driving meaningful progress in an ever-changing landscape.
Doug Pogue, MD. President of BJC Medical Group (St. Louis): The age of AI-based provider wellness initiatives is here, and all physician organizations need to have the ability to pilot and deploy these tools to reduce provider turnover. Failing to do so will lead to reduced platform size, poor clinic access, and lower patient experience scores as clinicians continue to struggle. It is our responsibility and our priority to make a material improvement in provider wellness for the good of all.
Salim Saiyed, MD. Vice President and Chief Health Informatics Officer at Trinity Health (Livonia, Mich.): The healthcare industry is rapidly evolving with technology advances in the new age of AI, that require roles and skills that can help us prepare for the change. I believe the potential new roles that could be valuable in informatics and innovation teams will include skillset to support virtual care, AI implementation and data scientists. Healthcare will continue to adjust its recruitment and training of its existing staff as it keeps pace with new developments.
Valerie Mattison Brown. Chief Strategy Officer of Veterans Health Administration (Washington, D.C.): The team in the VHA chief strategy officer is responsible for advising senior most leaders on the future direction of the VA healthcare system using data to support evidence-based decision making. Data scientists will be needed more than ever to conduct enterprise wide analysis of our healthcare markets including statistical and geospatial analysis highlighting population health, socio-economic needs and traditional health system optimization assessments.
Krista Curell. Executive Vice President and COO of the University of Chicago Health System: Driven by our strategic growth plan and our commitment to building and sustaining a diverse workforce, UChicago Medicine is laser focused on bringing academic medicine to more communities, meeting the needs of patients, and staying competitive in a rapidly changing healthcare industry. This means ensuring our teams have experience leveraging new technologies and data to improve patient care and outcomes, driving digital transformation to increase the consumer experience of our patients, and finding innovative ways to address health inequities in the communities that we serve. From a workforce perspective, we also need leaders who can proactively manage and empower a more resilient staff, help us grow pipeline programs in critical professional fields, and streamline processes and enhance efficiencies so that we can reinvest our money into our patients.
Debra Rudquist. President of Amery Hospital & Clinic (Wis.): Resilience and adaptability will be increasingly important in our healthcare environment as we pursue new ways of providing care and service for our communities. With workforce shortages and continued financial pressures, changes in care delivery will be essential and we'll need leaders who can effectively lead change and inspire their teams to adapt and embrace these changes. We'll also need a workforce that is tech savvy as we explore new ways of using technologies such as AI to improve care delivery.
Swannie Jett, DrPH. CEO of Park DuValle Community Health Center Inc. (Louisville, Ky.): I believe the market is changing constantly and I anticipate my team will need to broaden their ability to think innovatively and learn new technical/analytical skills to use AI.
Adrian Moran, MD. Chief Medical Officer of Aurora St Luke's Medical Center (Milwaukee, Wis.):
1. Continued focus on transition from inpatient to ambulatory care
2. Focus on value based contracting and how to align quality and cost of care to support this
3. Predictive analytics
4. AI and how to incorporate into bedside care delivery and operational work
5. Stronger change management skills