By Kenneth Kaufman
Every healthcare organization, large or small, depends on an internal gyroscope to assure its organizational stability and maintain its administrative and clinical navigation systems.
That healthcare gyroscope is a delicate combination of management, governance, and medical attitudes and processes that keeps all complex healthcare organizations functioning in a way that serves the best interests of its patients and associated communities.
The COVID pandemic has impacted every aspect of our society in ways that we immediately understand and in other ways that it may take years and years to comprehend. In this regard, no institution may have been more emotionally and managerially impacted by the pandemic than the American hospital. That healthcare gyroscope in many healthcare providers has likely been knocked on its side and is now uselessly spinning sending the organization off in haphazard directions.
In the post-pandemic period healthcare leaders need to locate the most necessary set of strategic and operating plans which will most immediately re-establish that internal healthcare gyroscope. Here are a handful of suggested strategies that may prove most essential.
The healthcare environment has never been static. But change has been incremental and to a great extent predictable.
The COVID pandemic has brought new, unpredictable external forces to healthcare that have already begun to affect the nature of healthcare’s competitive dynamic and accelerate the pace of change. To weather this new environment, healthcare organizations need to achieve a new basis of stability.
The above four strategies and their associated day-to-day tactics are just the beginning of the post-pandemic re-set for American healthcare providers. But together they can combine to set that organizational gyroscope spinning back toward governance, managerial, and clinical stability.
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