Futuristic Approach
Effective Policies
Promoting Company's Culture
Strategic Vision
Roles and Responsibilities of COO
Patients are the Priority
The best and most ef cient pharmacy is within your own system.
COOsaresecond-in-commandexecutiveswhowork
closelywithCEOstoensurethesmoothrunningof day-to-dayoperationsinorganizations.Thisnote arguesthatintoday'scomplexandrapidlychanging businessenvironment,theroleofCOOshasbecomemore criticalthaneverbefore.
ThevariousresponsibilitiesofCOOs,includeoverseeing operations,managingbudgets,implementingstrategicplans andensuringthatthecompanyiscomplyingwith regulations.COOsarealsoresponsibleforidentifyingand implementingoperationalimprovements,managingrisk andbuildingrelationshipswithstakeholders.Theyplaya criticalroleinbridgingthegapbetweenstrategyand execution,andinaligningorganizationalobjectiveswith operationalrealities.
Withtheadventofevolution,theroleofCOOhasalso evolved.Historically,COOswereprimarilyresponsiblefor overseeingtheday-to-dayoperationsofthecompany However,inrecentyears,theroleoftheCOOhasbecome morestrategic,withCOOstakingongreaterresponsibility fordrivinginnovation,developingnewproductsand servicesandbuildingnewpartnershipsandalliances.
Inafast-pacedandunpredictablebusinessenvironment,the roleoftheCOOhasbecomemoreimportantthanever. COOsareuniquelypositionedtohelporganizations navigateuncertaintyandchangeandtoensurethat companiesarewell-preparedtomeetthechallengesofthe future.
Overall,"TheindispensableroleofCOOsinamodern business"highlightsthecrucialrolethatCOOsplayin today'sbusinessenvironment.Itprovidesinsightsintothe responsibilitiesofCOOs,howtheirrolehasevolved,and whytheircontributionisessentialtothesuccessof organizationsinthe21stcentury
InthelatesteditionofInsightsCare'sMostInfluential COOsinTheHealthcareIndustrytoFollow,we introduceyoutotheCOOsinfluencingtheHealthcare Industrybyworkingcloselywithothermembersofthe seniorleadershipteamtoensurethatthecompanyis achievingitsgoalsandstayingcompetitiveinarapidly changingbusinessenvironment.
Hope you have an interesting read!
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March, 2023
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Brian Sweeney
Company Name Featuring Person
Jefferson Health New Jersey jefferson.edu
Brian Sweeney is an experienced transformational healthcare executive who has successfully led and managed a diverse portfolio of clinical programs, operational departments, and support services for complex academic health systems.
Lisa Golden COO Alo Solutions alosolutions.com
Lisa Golden is a highly accomplished healthcare executive and entrepreneur with extensive and successful experience leading, building, and transforming organizations through strategy and inclusion, and with creativity and innovation.
Michele Korfin COO Gamida Cell Ltd. gamida-cell.com
Paari Gopalakrishnan COO Kent Hospital kentri.org
Michele Korfin is an Oncology Biotech Leader with expertise in Oncology Drug Development, New Product Launches, Market Access, Government Affairs, Marketing, Sales, and Project Leadership.
Paari Gopalakrishnan guides Kent as it continues its journey towards excellence, while providing high quality patient care to the community who looks to this hospital for their services.
Tracy Doughty
Huntsville Hospital huntsvillehospital.org
Mr. Tracy Doughty serves as the Senior Vice President of Operations at Huntsville Hospital. His primary responsibilities are to oversee operations at the Huntsville Hospital Downtown Campus.
COO
Michele Korfin COO Gamida Cell
For me as a pharmacy school graduate, I realized that I needed to make a di erence for other patients.
Asperresearch,cancersurvivalrateshaveimproved
steadilysincethe1970s,butmuchmoreprogress isneeded.
Cancerisamongtheleadingnon-communicabledisease, spikingupmortalityrates.In2018,therewere18.1million newcasesand9.5millioncancer-relateddeathsworldwide. By2040,thenumberofnewcancercasesperyearis expectedtoriseto29.5millionandthenumberofcancerrelateddeathsto16.4million.
Thepicturepaintedbythesefiguresnecessitates professionalsfromindustry,healthcareandgovernmentto chargeforwardwiththemosteffectivesolutionsand efficientuseofmedicalinnovationtolightenthisscenario, helpingpeoplewithmalignancieslivelonger.Forthis, AcademiciansandResearchers,partneringalongwith doctors,aredeliveringtheworldwithresultsthatcanhelp patientslivelongerandbetterlives.
Togiveafurtherpushtothemovementandwidenitsreach, healthcareorganizationalmanagementshouldbeledbya strongpersonawhowillconvergetheserecentresearch updateswiththeinfrastructuralcapacitiesoftheinstituteto deliveruniqueoutputsandmaximizepatientcare.
OnesuchleaderisMicheleKorfin–-COO,whobelieves thatstrongculture,life-changingmedicinesand transformationalscientificinnovationmustbecarefully cultivated,iftheyaretoyieldtherightoutcomes.Shesays, “Each one of these strengths is created, influenced and sustained by people. So, it stands to reason, then, that sustaining and supporting the people is mission-critical.”
Herbeliefistranslatedintoactionbytheorganization–GamidaCell,whichwithitsNAM-enabledcelltherapies, ispioneeringadiverseimmunotherapypipelineof potentiallycurativecelltherapycandidatesforpatientswith solidtumorandbloodcancersandotherseriousblood diseases.Theyapplyaproprietaryexpansionplatform leveragingthepropertiesofNAMtoallogeneiccellsources includingumbilicalcordblood-derivedcellsandNKcells tocreatetherapycandidatesforpatientsthatgoesbeyond thecurrentapproachestotreatment.
Let us read more about Michele Korfin's inspiring story to bring a change!
MichelejoinedGamidaCell'sleadershipteamasChief OperatingandChiefCommercialOfficerinAugust2020. BeforeGamidaCell,sheservedasaChiefOperating OfficeratTYMETechnologies.
From2016–2018,shewastheVicePresidentofMarket AccessatKitePharma,wheresheoversawmarketaccess strategy,includingpayerrelations,reimbursement,and governmentaffairsforYESCARTA®,thefirstapproved CAR-Ttherapyinlymphoma.
ShealsoworkedcloselywithKite'smanufacturingand supplychainteamstoprepareforFDAapprovaland commercialization.BeforejoiningKite,shehadspentmore thanadecadeatCelgeneinavarietyofkeystrategicand operationalroles,includingincommercialleadershipand oversightofthegloballymphomadevelopmentprograms forREVLIMID®,anapprovedtherapyformultiple myelomaandMDSdel5q.
MichelealsoledtheCelgeneoncologysalesforceofover 120representativeswhowereresponsibleforgrowing revenuestonearly$700millionforABRAXANE®,which wastheveryfirstnanotechnology-basedoncologytherapy andisnowastandardofcareinpancreaticcancer.Shealso heldpositionsatMerck&Co.asamanufacturingscientist, Bain&Companyasaconsultant,andSchering-Ploughin salesandmarketing.
MichelehasreceivedherMBAfromHarvardBusiness SchoolandaB.S.inpharmacyfromRutgersUniversity. SheisontheBoardofTrusteesofBioNJ,anorganization thatrepresentsthebiotechnologyindustryinNewJersey
GamidaCellistheworldleaderinpioneeringNAMenabledcelltherapiesdesignedasacurativeapproachfor patientswithcancersandotherseriousdiseases.The company'sprincipaloffices,foundedin1998,arelocatedin Jerusalem,Israel,andBoston,MA.
Layingoutdetailsofthecompanyshesays, “At Gamida Cell, we are maximizing the power of our proprietary NAMenabled technology to create therapies with the potential to redefine standards of care in areas of serious medical need and significantly improve patient outcomes.”
Thecompany'sNAM-enablingtechnologyenhancesthe numberandfunctionalityofstemcellsandimmunecells, enablingthemtocreatepotentiallytransformativecell therapiesthatgobeyondwhatispossiblewithexisting approaches.
LeveragingtheuniquepropertiesofNAM(nicotinamide), theyareexpandingandaremetabolicallymodulating multipleinnateimmunecelltypes—includingstemcells andnaturalkillercells—tomaintainthecell'sactive phenotypeandenhancepotency Theproofofconcepthas beenvalidatedinclinicaltrials,demonstratingencouraging resultsthatmayimprovepatientoutcomes.
At Gamida Cell, we are maximizing the power of our proprietary NAM-enabled technology to create therapies with the potential to redefine standards of care in areas of serious medical need and significantly improve patient outcomes.
GamidaCellisacompanyofpeoplecommittedto deliveringonaspirationalobjectivesthatmeaningfully improvethelivesofcancerpatientsinneedofnovel therapies.Michele,whileinformingusabouthowsheand herteamhaveledthecompany,says, “We are continuing to build a company where every employee's best work is supported and celebrated for the impact it has on patient's lives.”
Michelestatesthatdesigningtheorganizationtowork optimallyandfluidly,bringinginthebestpeoplewho embracetheirmission,helpingpeoplegrowintheirjobs andskills,andsupportingthisuniqueculturearekeytothe missionofultimatelyhelpingpatientsinneedofnew therapies.Sheasserts, “As Gamida Cell grows, the scope and sophistication of these strategies grow as well.”
InorderfortheU.S.healthcaresystemtocompeteona globalstageinthe21stcentury,itwilltakeanecosystemof healthcarepartnersworkinginconcert.Michelesaysthat
thefederalgovernment,academia,patientadvocacygroups, providers,payers,andprivatesectorresearch-driven companiesareallessentialpartsofthenation'smedical innovationecosystem.
Sheopinesthatallneedtobehealthyandsuccessfulforthe ecosystemtothrive.Successfulcollaborationamongall thesesectorsoftheecosystemwilldelivernewcuresfor patients,reducetheburdenonhealthcareandgrowthe economy.
Thepotentialimpactofbiomedicalresearchisstriking. Overthenext20years,thenumberofnewcancercasesis projectedtoincreasebymorethan50percent,accordingto theWorldHealthOrganization.Withoutnewmedical innovationsthatchangethecourseofthesediseases,the burdenoftheseconditionswilloverwhelmhealthsystems andthreateneconomicgrowth.Consideringthis,shestates, “After all, the best way to reduce healthcare expenses associated with a disease is to cure it.”
Michelesuggeststhatcuringdiseaseslikecancerswill requiresubstantialinvestmentsoftimeandmoney Developingtheaveragenewdrugtakesoveradecadeand costsmorethanabilliondollarswithahighriskoffailure. Aspertheongoingscenariointhishealthcareniche, Micheleobserves, “Hundreds of companies are working on new cancer treatments. Only a fraction of those is likely to produce breakthroughs for patients. The odds are long, but the returns in longer, healthier lives and stronger economic growth are substantial.”
AtGamidaCell,theyunderstandthatconvertingresearch initiativesintonewtherapies—andkeepingtheresearch pipelineflowingwithpromisingnewcures—requiresmore thanjustscience.
She,asaCOO,believesthattorespondtothesechallenges, thecurrentrequirementisapatient-centricculturewhereall employeesareworkingeffectivelyandefficientlyacrossall functionsoncollaborativeandintegratedsolutions.
Addingon,shesays, “It requires maximizing the value proposition of our discoveries so that a payer understands the value proposition of our cell therapies; that a patient can live longer with a higher quality of life; so that a hospital manager can send more patients home healthy and at lower risk for future readmission; so that society and the economy can realize increased productivity due to reduced sick days and a healthier population.”
Be Bold! Be Curious! Be Courageous! Be Aspirational! Be a believer that the impossible can become possible! Continue to find and pursue opportunities that embody courageous thinking and bold action with the ultimate goal of creating true and lasting value for patients, the healthcare system, and our society.
Reminiscingonherlifeandtheincidentsthathaveshaped hertoday,shemarksthatin1998,herfathersuccumbedto cancerwhenhewasonlyinhis50s.Hehadbeentreated withatherapythathadbeenusedfordecades.Thetherapy wasnotthateffectiveand,unfortunatelynotverytolerable. Michelesays, “For me as a recent pharmacy school graduate, I realized that I needed to make a difference for other patients.”
Followingherfather'sdeath,shededicatedherselftoher career,helpingadvancetherapiesforcancerpatientsand otherseriousdiseases.Withenthusiasm,shesays, “I took that passion into companies where I worked either in drug development or patient access to ensure that I did everything I could to allow patients in need to access appropriate therapies.”
Asapassionateyoungwomanintheindustrytobringa change,shecommunicateswithbuddingentrepreneurs wishingtoenterthisfieldbypenningdownherthoughtsfor them.
Shesays, “Be Bold! Be Curious! Be Courageous! Be Aspirational! Be a believer that the impossible can become possible! Continue to find and pursue opportunities that embody courageous thinking and bold action with the ultimate goal of creating true and lasting value for patients, the healthcare system, and our society.”
Asaconcludingthought,sheadds, “Also, take the time to mentor the next generation of leaders. A strong culture
cannot be sustained without the next generation to lead the culture and the mission!”
GamidaCell'sfocusistochangethecourseofdiseasewith NAM-enabledcelltherapies.
Today,manycancersaretreatedwithcomplexregimens andsupportivecarethatareburdensometothehealthcare systemandoftendifficultforpatientstoendure.Gamida Cellanditsemployeesarededicatedtodiscovering, developinganddeliveringinnovativecelltherapies.
Asaleaderoftheorganization,Micheleproudlyshares, “We are applying the latest advances in the field of cell therapy designed as a potentially curative approach that targets the source of disease with significantly improved outcomes for patients with cancers and other serious diseases. That's good for patients, health care, and the economy.”
Scalingupforapotentialcommerciallaunchin2023isnot onlyaboutthefocusonjustbudgets,headcounts,salesand marketing,manufacturing,andothercriticalfunctionsbut alsoaboutensuringthatleaderscontinuetoliveourvalues andkeeppatients'needsinthefrontandatthecenterof decisionmakingandorganizationaldesign.
Apartfromthis,shestatesthatthisexpansionwillbe supportedbyfindingwaystobringgreaterefficiencyto howthebusinessisrun,butneverattheexpenseof creativity,innovation,orexcellenceinexecution.
Lastly,Michelesays, “We are working smarter to build and strengthen relationships with patients so that colleagues can easily see the real impact of their work. And, of course, hiring the right talent to help Gamida Cell expand with people who share the same values as them and the drive and spirit that characterizes the best of Gamidans.”
After all, the best way to reduce healthcare expenses associated with a disease is to cure it.
AskilledhealthcareexecutiveandCOOof
JeffersonHealthNewJersey,BrianSweeneyhas effectivelyledandmanagedawiderangeof clinicalprograms,operationaldivisionsandsupport servicesforacademichealthsystems.Hehasconcentrated onstrategicplanning,businessdevelopment,process improvement,servicelineleadership,andintegratingand aligningmedicalprofessionals,nurses,andsupportservices stafftoachievethedesiredresultsofqualityandsafety, financialperformance,andgrowth.
Heisskilledintheuseof Lean and Work-Out™ change methodologies,aswellas GE Healthcare management and leadership systems Asaspeakeratnationalhealthcare conferences,Brianimpartshisunderstandingofhealthcare operationsandperformanceimprovementtoenhancethe complexandconstantlychanginghealthcareindustry.
Healthcareisahighlyregulatedsectorwithsignificant accountabilityfortheclinicalresultsofpatients. Entrepreneurspursuinghealthcareendeavorsmustseek counselfromexperiencedhealthcareproviderstoassure theirbusinessmodelsarerealistic,giventhecomplexityof patientcareandengagement.
Below are highlights of the interview that highlight Brian Sweeney's journey as a healthcare leader and how the leadership role in healthcare has been transformed in recent years:
Briefusaboutyourselfandshedsomelightonyour journeyasCOOatJeffersonHealth–NewJersey.What inspiresyoutoservethehealthcareindustry?
Iwasdrawntoprovidingclinicalcareatanearlyageafter volunteeringasanEMTwiththelocalambulancesquad.I startedmycareerasanurse,workingintheERata communityhospital,thenatanurbanlevel1traumacenter, andasaflightnurse.IpursuedmyMBAfromTemple Universityandenteredmanagementinaroleoverseeing Jefferson'scriticalcaretransportprogram.
Icontinuedbuildingcompetenciesovertimeand progressedthroughvariousleadershiproles,includingVP, COOandPresident.IjoinedJeffersonHealth-NewJersey asPresidentandCOOinMarch2020,justasthepandemic began.
ImetmydirectreportsforthefirsttimeasIarrivedatour incidentcommandcenterwhenourfirstCOVID-19patient arrived!Ihavebeeninspiredtoserve,givenmydeep appreciationforthefront-linestaffandtheincrediblework theydoeverysingledayforourpatients,familiesandthe community.Ihaveremainedgroundedinhowimportant theyaretoclinicaloutcomes,frommyearlyexperienceasa bedsidenurse.
Canyouelaborateuponthecorevalues,missionand visionbasedonwhichyourservicesarealignedwith JeffersonHealth–NewJersey?
Ourmissionistoimprovelives.Ourvisionistoreimagine health,educationanddiscoverytocreateunparalleled
value.Ourvaluesaretoputpeoplefirst,beboldandthink differently,anddotherightthing.Wearealarge,multistateacademichealthsystem.NewJerseyisanimportant suburbanmarketforus,andwehavebeenfocusedon creatingadvancedclinicalprogramssopatientscanreceive high-quality,cost-effectivecareclosetohome.Our experienceasaneducationalandresearchinstitutionalso enablesustotrainhealthcareprovidersandtooffercuttingedgetreatments,includingclinicaltrials.
Inyouropinion,whatareasdoesyourhealthsystem strugglewithwhenitcomestooperationalmattersand caringforpatients?
Thegreatestchallengetodayisthelaborshortage.We employ45,000peopleacrossoursysteminmanydifferent clinical,technical,administrativeandsupportserviceroles. Historically,peoplewouldjoinahealthcareorganization andstayfortheirwholecareer,sometimesfor30or40 years.
Buttimeshavechanged.Employeesdonotstayaslong, andthereisincreasedcompetitionfromretailoperators,
suchasAmazon,TargetandWalmart;digitalhealth companiesofferingremotejobs,andjustageneralshortage ofprofessionalsenteringthefield.Wehaveadaptedby developingmanynewprogramstoreplenishthepipeline, includingbuildingrelationshipswithhighschoolsandother communityorganizationstoencourageanearlyinterestin theprofession,expandingourtrainingprogramssowecan bemoreself-sufficient--suchastherecentadditionofa newphysician'sassistanttrainingprograminNJ-and developingnewstaffingmodels,suchasourSEALnurse programthatenablesflexiblestaffingacrossoursystem.
Weevenstartedanemeritusnurseprogram,whereretired nursescomebacktoworkparttimeandmentorthenew-topracticenurses.Thisisatimeforcreativityinourindustry.
Inwhatwaydoyouconsiderthehospital'stechnological advancesapathwayinconductingcareandtreatment serviceseffectively?
Newtechnologicaladvancesappeareveryweekin healthcare,andwetakeeveryopportunitytoincorporate themintocaredelivery.Wewerefortunatetorecently
Ourmissionistoimprovelives. Ourvisionistoreimaginehealth, education,anddiscoverytocreate unparalleledvalue.Ourvaluesare toputpeoplefirst,beboldand thinkdifferently,anddotheright thing.
constructnewhospitaltowerswithprivateroomsintwoof ourSouthJerseymarkets.Thefront-linestaffworkedwith thefacilitiesteamandarchitectsanddesignerstoevaluate thelatestinnovationsandincorporatethemintothedesign.
Thepatientroomsfeatureelectronicwhiteboardsthatassist withpatienteducation,keeppatientsinformedabouttheir providersandthedailycareplan,andallowfortelehealth. Patientscanadjustheatingandlightingfromtheirbedsand makerequestsforfood,housekeeping,orotherguest servicesthroughautomatedtechnology.Patientalarmsand
alertsaresentdirectlytoAppleiPhonescarriedbyall clinicalteamstoreducenoiseandpromptanimmediate response.Theseenhancementsarealldesignedtoenhance quality,safetyandthepatientexperience.
Whatroledoescompassionplayincaringforpatientsin need?Inwhatwaysdoyouensurethatthehospital deliversit?
Itisdifficulttobeapatient.Itisaverystressful,emotional, andoftenuncomfortableevent.Iknowthisfrommyown personalexperiencesandthoseoffamilymemberswho havereceivedcare.Forus,itstartswithhiringindividuals whoareagoodfitforourcultureandcommittedto compassionatecare.Wereinforcetheseprinciplesthrough ongoingtraining,educationandperformancemonitoring.I expectourleadershipteamtoconductleadershiprounds everyweektointeractwithpatients,families,management andstaffsowecanverifythatwearemeetingexpectations. Wetraveltoourhospitals,surgerycenters,physicianoffices andancillaryservicedepartmentstoassessperformance. Wealsousethisasanopportunitytorecognizeour employeesfordoingtherightthingandputtingpeoplefirst withawardsliketheDAISYAwardfornurses,theMission Momentforlivingourmission,theGreatCatchforsafety, andWeRisebyLiftingOthersforteamwork.Positive reinforcementfromthefrontlinestaffforexceptionalcare deliveryisverymeaningfulandsetsanexampleforothers.
Whatendeavorsareyoucurrentlypursuingtoimprove thehospital'sservicemeasuresforpatients?
Oneofourservicemeasuresishealthequity.Unfortunately, likemanyhealthcareorganizations,wehaveseen disparitiesacrossthecountry TheJeffersonHealthClinical HealthEquityProgramhasbeenestablishedtoenable Jeffersontoadvancecareexcellenceandachieveoptimal outcomesforallpatientsbyeliminatingsystemicbias withinthecaredeliveryprocess.Theprogramcreates alignmentofeffortsandinitiatives,andsupports organizationalaccountabilityforexceptionaloutcomesin allpopulationsegmentsItalsorecognizesandrectifies systemicinjustice,anddrivesnecessarychange.Ourpatient andfamilyadvisorycouncils,communityoutreach programs,andprecisemanagementofthesocial determinantsofhealthhelpusachievethegoalsofallour patients.
Whataresomeofthechallengesyoufacewhen conductingprojectsandhowdoyouturntheminto opportunitiesforgrowth?
Healthcaredeliveryisteam-oriented,andyouneedmany differentdisciplines,suchasphysicians,nurses, pharmacists,physicaltherapists,andtechnicians,towork togetherflawlesslytoachievethebestpossibleoutcomes. Aligningthesestakeholdersiscriticaltosuccess,sowe havedevelopedastandardizedoperatingmodelcalledthe OperationalExcellenceprogramthatweusedailyto prioritizeandorganizeallourprojects,solveproblems, trackresults,andmonitorteamaccountability.
Weidentifyaportfolioofkeygrowth,quality,patient experience,andfinancialinitiativeseachyearanddevelop robustprojectplanstodriveexecution.Akeygrowth opportunitywearepursuingnowthroughthisframeworkis thedevelopmentofacancercenteratourCherryHill campus.Thisincludesnewcommunityscreeningprograms andtheexpansionofmedicaloncology,infusion,radiation oncology,andsurgicaloncologyservices.
Sharewithussomeofyourstrategiesthathavehelped youinyourpositionasaleader.Howdoyoukeepup withspecificresponsibilitiesatthehospital?
Ihavebeenfocusedonmentoring,coaching,and developingotherleadersforasignificantportionofmy career.Theevidenceisclearthathigh-performing leadershipteamsproducethebestpatientoutcomes,andI
personallyenjoyhelpingmyleadershipteamfurtherbuild theircompetencies,solveproblemstogether,andgain additionalexperienceandconfidence.I'vealsodiscovered that,giventheindustry'sneedfortransformation,healthcare leaderstodaymustbeexceptionalatprocessimprovement andchangemanagement.TrainingindividualsinLean,Six Sigma,ProjectManagementandincorporatingthese principlesintoeverydaypracticeproducesresults.
Howdoyouenvisionscalingyourservicesand operationsin2022andbeyond?
Werecentlyacquiredahigh-performinghealthplan, HealthPartners,whichoffersMedicaidandMedicare Advantagecoverage.Foryears,wehavebeendeveloping corecompetenciesinpopulationhealth,carecoordination, anddataandanalytics.Wehaveexpandedourprovider networkinPAandNJextensively,andwearethrilledatthe opportunitytoconnectthehealthplantothenetworkandto expandvalue-basedcareinourregion.
Whataresomeofthetestimonialsorrecognitionsthat accuratelyhighlightyourpositioninthemarket?
Iamespeciallyproudofthreenationalrecognitions. JeffersonHealth–NewJerseyreceivedtheHealthgrades PatientSafetyExcellenceAwardin2019andfive-star ratingsinorthopedics,gastroenterology,andcriticalcare outcomesin2020.OurthreeNJhospitalseachreceivedan "A"hospitalsafetygradeinNovember2022fromThe LeapfrogGroup.Thisnationaldistinctioncelebratesour achievementsinprotectinghospitalpatientsfrom preventableharmanderrors.
Lastly,weareintheprocessofmagnetre-designation, resultinginanenvironmentthatinspiresnursestowork togetherandadvancehealthcare.Forpatients,itmeansthe verybestcaredeliveredbynurseswhoaresupportedtobe thebesttheycanbe.
Workplaceculturereflectsthesharedvalues,
attributesandcharacteristicsofanorganization andrelatestotheattitudesandbehaviorsofthe companyanditsemployees.Culturereflectshowpeoplein anorganizationinteractwitheachother,theirvalues,and thedecisionstheymake.Culturedevelopsnaturallyinany organization,andifnotcultivated,itcansometimesharm thebusiness.Allowingnegativebehaviorsandtoxic attitudescreatesanegativeworkexperienceforemployees andreducesproductivity.
Inaddition,companycultureisakeyfactorincreatinga companybrandtoattractnewcustomersandtalented employees.Corevaluesandemployeeengagementare amongthefirstthingsapotentialemployeelooksatwhen consideringwhetheraparticularcompanywouldbeagood fitforthem.
Thepoliciesofcorporatecultureincludeanumberof differentcomponents,includingtheworkenvironment, corporatemission,leadershipstyle,values,ethics, expectationsandgoals.
Begintheprocessbyreevaluatingyourcorevalues.A strongcorporatecultureisbornfromthoughtfullydefined valuesthatguideeverythingfrombehaviortobusiness decisions.Whencompaniesstruggletoadoptvalues,it's oftenbecausetheyhavetoomanyorthey'renotrelevant, accordingtoFontes.
Yourvaluesshouldberelevanttoeveryemployeeand manager-meaningsomethingtheynaturallypracticeboth onandoffthejob-andsimple.Morethanfiveand employeestendtoforgetthem,Fontessaid.Andiftheyare notrelativeorapplicable,theycanbemisinterpretedor ignored.
Makesureyourcorevaluesmatchthebestpartsofyour currentcultureandareapplicable.Fontessaidvalueslike "workhard,playhard"maysoundappealing,butleave roomformisinterpretationandshouldberemoved.
Onceyou'veidentifiedyourcorevalues,thenextstepisto assessyourcurrentcompanyculture.Lookatyour employees:aretheyanchoredbytheirworkandthevalues thatyourorganizationcurrentlyholds?Dotheyunderstand yourcompany'sgoalsandbelieveinworkingtoachieve thosegoals?Spottingsignsofapathyorconfusioniskeyto uncoveringthestateofyourcompany'scultureandan importantfirststepindecidingwhattodotomaintain employeeengagementandapositiveworkenvironment.
Thenidentifywhatorganizationalcultureyoucurrently haveandcompareittoyourbroaderbusinessgoals.Isyour currentstructurehelpingyouachieveyourlong-termgoals, oraretheresignificantlimitationsthatneedtobe addressed?
Organizationalleadersmustbevigilantincommunicating theirmissionandvision.Postersintheworkplace,job descriptionsinemailsignaturelinesandmonthlyreminders fromorganizationalleadersreinforcewhatworkisandthat itisimportantandshouldbeeveryone'sfocus.
Leaderswhoactoncorevaluesarewaytosetanexample foreveryoneelseintheworkplace.Communicatingvalues anddemonstratingtheirimportancebuildsculture.Ensure thatallmanagersandleaderscommunicatethevalues regularly.Acceptandrespectemployeefeedbackasan indicationthatemployeescareenoughaboutthe organizationanditssuccesstotrytoimproveit.
Implementclearexpectationsforworkforcebehaviorand establishacleardisciplinarysystemformisconductand behaviorinconsistentwithcorevalues.Holdacompanywidetownhallatleastonceayeartoreviewpolicy guidelines(harassment,anti-discrimination,etc.).Reward peopleforfosteringapositivecultureandmodeltheir behaviorforothers.Clearlycommunicateresourcesto employeeswhoarenottreatedwellbyothers.
Diversitycomesnotonlyfromrace,ethnicity,ageand genderbutalsofromjobtypes,educationalbackgrounds andmore.Promotingdiversityawarenessanddefining inclusivebehaviorareimportanttocreatingand maintainingapositiveculture.Peoplearesocialcreatures bynature,andcompaniescanincreasepositivityby encouragingemployeestogettoknoweachotheroutsideof theirnormalworkexperiences.Strivetofostermeaningful employeerelationships,whichmayincludecompany-wide lunchesatlunchtimeorothereventschosenbyemployees topromoteengagementandpositivityintheworkplace.
Nomatterwhereyoustart,it'simportanttorememberthat youcanimproveyourcompanyculture.Makesureyou havethefullsupportofyourmanagement,HRand employees.Collaborationwithalllevelsoftheorganization ismorelikelytocreateacompanyculturewhereeveryone onyourteamfeelsvaluedandwelcome.
-SaloniAgrawal
Intheever-evolvinghealthcaresector,delivering qualitycarewithapatient-centricapproachhasproven tobeincrediblytherapeutic.Wheninfusedwith operationalexpertise,itimprovesdiagnosticaccuracy, patientsatisfactionandadherencetotreatment.Itholdsthe potentialtoinfluencepatientoutcomes,includingpain control,mentalhealthandday-to-dayoperationalfunction. LisaGolden,theChiefOperatingOfficeratAlo, understandstheimportanceofmakingsurehealthcare providershaveenoughtimetocareforthewholepatient andiscommittedtomakingithappen.
Aseasonedveteran,Lisahasseenmajorchangesinhealth careovertheyears.She'sworkedbothforlargehealth systemsandsmallpractices,alwaysputtingthepatientfirst. Now30yearsintohercareer,she'sfoundyetanother opportunitytotakeon—leadingtheOperationsofAlo,a NorthCarolinastart-upthatishelpingindependent physiciansoptimizetheirpracticesanddeliverbetter, moreefficientcare.InthepastyearLisahasusedher operations,nursingandhealthcaremanagement experiencetobringtomarketAlo'sservicesand offeringssuchaspayerstrategy,practice managementandpatientengagement.She'salso ledtheintegrationofAvanceCare,amanagement servicesorganizationacquiredinlate2021that supportsovertwodozenindependentprimary carepracticesacrossNorthCarolinaand continuestogrowacrossthestate.
Let us dive in to know about Lisa's leadership journey at Alo.
Lisawasinspiredtoenterthefieldofhealthcareat anearlyagewhenshesteppedintocareforher aginggrandmother.Shequicklyrealizedhow rewardingitwastocareforsomeoneinatimeofneed andthisbecamehercalling.Overthenexttenyears,she becamearegisterednurseandthenanICUnurse.
IntheICU,Lisawaspassionateaboutmakingsurethatnot onlywerepatientsgettingthebestcare,butthattheir
familieswerealsocaredfor.Shenoticedhowmuchofa differenceagoodprimarycarephysiciancanmakeina person'slifeandbegantoseepreventativecareasa powerfulinvestmentwithahighreturn.
TheseexperiencesinfluencedherdecisiontojoinAlo.To date,AloanditssubsidiaryAvanceCare,hasfocusedon helpingindependentprimarycarephysiciansofferthebest
"At Huron Consulting, we work with leaders across the healthcare industry and Lisa Golden is one of the best," says Huron Consulting Senior Director Jen Miley "She came to us in early 2022 intending to develop a leadership development program for her sta and improve company collaboration. She understands the importance of developing talent and helping sta reach their potential. She brought us on for a three-year engagement that will touch over 50 employees and set Alo and Avance Care up for success in the years to come."
One of the first things Lisa and Huron implemented during this engagement was employee rounding. Rounding is an important tool used to improve communications, strengthen relationships, create accountability and increase employee retention and recruitment. All people managers at Alo and Avance Care were encouraged to consistently have monthly face-to-face check-ins with their direct reports to learn firsthand what is going well and what issues need to be addressed. Through these e orts, teams grew closer and more informed while leadership was able to uncover issues and address them more quickly.
preventivecarepossible.Inadditiontotakingonthe operationalandadministrativeburdensofrunninga practice,AloandAvanceCare'smodelhelpsproviders delivermoreaccessible,comprehensivecare.Lisasays,"At everyAloandAvanceCaresupportedpractice,Nutrition andBehavorialHealthservicesareintegrated.These offeringshaveahugeimpactonourpatients'healthand well-being."
EarlyinhercareerLisabecameknownforaskingthe question,"why?"Shewasoftenbroughtintosolveand improveprocessesforqualityoutcomes.Inadditionto takingonthetoughchallenges,Lisaalsosawshecould makeadifferencebybuildingnewprogramsand developingteams.
Shemetwithleadersshelookeduptoandasked,"What canIdotomakeadifference?"Severalencouragedherto gethermaster'sdegree.Thesementorswerethekeyto Lisa'sjourneyasaleader,astheyprovidedfeedbackand opportunitiestogrow.Lisawasgivenbiggerchallengesto solveandteamstomanage.Sheperformedrolessuchas clinicalprogramdevelopment,patientquality,inpatient hospitalprocessesandadministrativeresponsibilities.She alsowasrecruitedtohelpwithhospitalacquisitionsand physicianpartnerships.AndsheservedasaChief AdministrativeOfficerforaLevelIItraumacenterand ChiefOperatingOfficerforalargehealthplaninthe northeastUS.
Lisatookonpositionsthatsometimeswerealateralmove, withnopayincreaseortitlechange.Althoughmanydidn't understandwhyshehadchosenthosepositions,itwasall aboutlearningasmuchasshecouldaboutallthedifferent aspectsofrunningahospital,clinicsandspecialty programs.Sometimesshesawthatifshemadealateral move,shewouldhavetheopportunitytomakemoreofa difference.
Oneofthekeyreasonsshewassuccessfulinthesedifferent rolesisthatshebuiltstrongrelationshipswithfront-line employeesandpartneredwithphysiciansandnurseswith transparent,opencommunication.Moreover,shealways triedtoputthepatientatthecenterofanytoughchallenge. She'daskherself,"Howwillthisbenefitthepatient?What wouldfolksonthe'frontline'thinkaboutthis?"
WhenAloapproachedherwiththeopportunitytoleadits operations,itexcitedherbecause"[Theorganization]is changinghealthcareforthebetter."Lisasays,"Inmycareer I'veseenmassconsolidationinanefforttoimprovecare
coordinationandincreaseefficiency.Butwhat'shappenedis thatit'salsoreducedcompetition,increasedpricesand actuallyhasn'timprovedquality Alo'sapproachfeelsfresh andmeaningful—Ilovedtheideaofgivingindependent physiciansthetoolsandsupporttheyneedsothattheycan bemoreaccessibleandhavemoretimetotreatpatients."
AkeypartofAloandAvanceCare'sservicesthat distinguishthemfromotherorganizationsistheir behavioralandpsychiatryofferingsthatareembeddedin theirprimarycareoffices.Whiletheindustryaverageto establishcarewithapsychiatristis25days(Source: https://www.psychologytoday.com/us/blog/grandrounds/202107/fundamental-changes-are-needed-in-mentalhealth-care),atAvanceCarepatientscanreceivethe treatmentwithinafewdays,whichgivesprimarycare providersthesupporttheyneedtohelptheirpatientshave thebestoutcomes.Thisnovelapproachinhowservicesare offeredhelpsdecreaseERusageandlowerscostsforall.
AloandAvanceCarealsoofferin-houselabservices, allergyservices,X-raysandnutritionservices.Sincethese servicescanbeprovidedintheoffice,theyarenotonlya conveniencetopatientsbuthelpprovideaquicker diagnosis.
Throughouthercareer,Lisahasalwaysprioritized partneringwithphysicians,nursesandallfrontlinestaff. She'sneverafraidtoask,"Helpmeunderstand.Whatdo youthinktherootcauseofthisissueis?""Whenyousay that,"addsLisa,"Folksopenupandshareinformationso thatyoucanpartnerandcollaboratetogethertocomeup withwhattherightdecisionshouldbe."
Shebelieves,"Leadersdon'talwayshavealltheanswers. Theycanonlybeasgoodasthepeoplearoundthem," whichisanotherreasonwhytheyneedtoconnectwiththeir teamsandcolleagues.Forthis,itisessentialthattheyfeel comfortablebeingvulnerable,sharingtheirideasand developingplanstogether.
AsLisaworkedtointegrateAvanceCarewithAlothispast year,shemadesureshemetwithandlistenedtoallher frontlineemployeestolearnmoreaboutthebusinessandits challenges.Throughthis"listeningtour"sheidentified areasinoperationsthatcouldbebolstered.Shetookonthe COOroleatAvanceCareaswell,becominga"double hatter,"andintroducedmanyoperationalbestpracticesin herfirstyear—newqualitymeasures,robustKPI
Lisa has always prioritized partnering with physicians, nurses and all frontline sta , as they are the ones responsible for day-to-day operations. She believes that they are the key to seeking reliable information about what's going on and what needs to be addressed.
dashboards,improvedschedulingmeasures—thathave improvedcustomerNPSscores.
Shealsosawtheneedtoinvestintheexistingworkforce; thereweremanyleadersandpotentialleaderswhocould benefitfromcoachingandmentorship.Shemappedouta three-yearleadershipdevelopmentprogramandhiredthe HuronConsultingGrouptoassistherwiththistraining. Lisasays,"Thestrongestleadersarethosewhoinvestin theirteamsandbuildstrongteamsaroundthem.Thereis onlysomuchonepersoncandoontheirown."
Lisasaysthatthisisan"excitingtime"tobeinhealthcare as"therearesomanyopportunitiesforimprovement." "Healthcareischanging,"shesays,"Whatweseetodayis
notgoingtobethesamethreemonthsfromnow.Butifyou arepassionateaboutthepeople—thepatientsandthe providers—andtrytoseethingsasanentrepreneur,then therearesomanywaystobesuccessfulandmakepeople's livesbetter."
Itisalsoimportanttomaintainagoodwork-lifebalance. Lisasays,"Myfamilyreallykeepsmegrounded.Ihave twogreatkids,whobothrecentlyearnedtheirbusiness degrees.MysonMichaelis24andmydaughterLaurenis 21.Throughouttheyears,theyhavebeenmyinspiration; I'veseenthatifIdon'ttakecareofmyself,Iwon'tbeable totakecareofthemorbemybestformycolleaguesand patients.Ithinkasaleaderandamom,youreallysetthe stageandyouteachyourchildrentheimportanceofcaring, developingastrongemotionalintelligence,havingastrong workethic,yetmaintaininghealthywork-lifebalance."
Paari Gopalakrishnan Chief Operating O cer Kent Hospital
RaisedbyimmigrantparentsfromIndiawhovalued
education,hardworkandhonesty,rootedina strongfoundationforadesiretoimpacttheworld positivelyataveryyoungage,PaariGopalakrishnanwas inspiredtoseekacareerinhealthcare.
TodayasthePresidentandChiefOperatingOfficerat KentHospital,hecarrieshisdesireatamuchlargerscale reachingouttopeoplewithhelpinghandstobring impactfulchangeforthepatientsandcommunity.Kent Hospitalstrivestoprovidethehighestqualityandsafety levelsinallitdoes.
Withovertwodecadesinhealthcare,Paariiskeento providehigh-quality,compassionate,personalized healthcare—deliveredinaninterdisciplinarymodel involvingallhealthcareteammembers.Asachild,Paari soughtthejoysofameaningfulcareerinhealthcare.
Hisloveforscienceandpeopleandapassionforhelping othersinneedbecameevidenttohimthathebelongedin healthcare.Laterhepursuedmedicalschool,intendingto treatpatientssotheycouldlivethemostfulfillinglife possible.
InsightsCarecaughtupwithPaaritoknowmoreabouthow healthcareistacklingseveralproblemswhile simultaneouslyprovidingqualitycare.
Below are the highlights of the interview:
Brieflytellusaboutyourselfandshedsomelighton yourjourneyastheC.O.O.atKentHospital.
Familyisthemostimportantthingtome.Iammarriedto anamazingwomanandamblessedwithfiveveryactive childrenwhofillourliveswithjoy.Mywifeandchildren keepmegroundedwhileinspiringme.Asfarasmycareer journey,ithasgoneplacesthatIcouldnothaveimagined.I alwayswantedtobeaphysicianbutbecomingahospital leaderwasnotsomethingIaspiredtoearlyinmycareer However,Ifoundmyselfthroughoutmycareerwith opportunitiestogetmoreinvolvedandimprovevarious aspectsofworkflow,staffing,qualityissues,orother challenges,whichIloved.
ThisresultedinmepursuinganM.B.A.andformally movingdowntheleadershippathwayasaphysician.Ihave beenfortunatetohaveworkedinvariousrolesonmy professionalcareerpath,fromleadingahospitalistgroupto overseeingoperationsofourhealthcaresystem'sCOVID-19 fieldhospital,whichhadbeenrenovatedfromaformer bankbuildingtobecomingahospitalChiefMedicalOfficer, andnow,thepresident/C.O.O.ofthehospital.
With over two decades in healthcare, Paari is keen to provide high-quality, compassionate, personalized healthcare—delivered in an interdisciplinary model involving all healthcare team members.
Canyouelaborateuponthecorevalues,visionand missionbasedonwhichyourservicesarealignedwith KentHospital?
WeoftentalkaboutA.C.T.valuesacrossourorganization. Theacronymstandsforaccountability,caringand teamwork.Thesearethefoundationalvalueswefeelare instrumentaltoprovidinghigh-quality,safepatientcarefor ourcommunity Thesevaluesandbehaviorshavebeen affectionatelymonikeredasthe"KentWay."
Whatareas,inyouropinion,doesthehealthcaresystem strugglewithwhenitcomestooperationalmatters?
Communication,communication,andcommunicationis imperativeinthisbusiness.Ithinkitisparamountthatwe cancommunicateeffectivelywithourteammembersand explainthe"why"whenwearemakingoperational decisionsthatimpacttheirdaytoday.Irecognizefullythat ourteammembersmightnotalwaysagreewithmy operationaldecision;however,Ithinkthattheydo understandthatIamalwayslookingoutfortheirandour patient'sbestinterests.Withoutclear,consistentand effectivecommunicationregardinganyandalloperational initiatives,wefail.Wealwaysneedourteammembers'buyin.Thisissometimeseasiersaidthandone,butIalways striveforthemosteffectivecommunicationpossible.
Communicatingwithmyteammemberscannotbesimplya "checkthebox"memoabouttheoperationalchange.Itryto consciouslythinkaboutthemessageIwantmyteam memberstounderstand,andthenIpushitdownmy communicationcascade.
Thecascadestartswithmymanagementteams understandingtheneedfortheoperationalchangefollowed byamulti-channelapproach—"checkthebox"memo, Gembahuddles,staffmeetings,andwalkrounds.AsI provideinformationabouttheoperationalchangetoour teammembers,IamcognizantthatIneedtoembracea culturethatallowsthemtoraisetheirconcernswithoutfear Toachievethis,Itrytooffermultipleavenuesforfeedback and,frankly,encourageit.
InwhatwaydoyouconsiderKentHospital's technologicaladvancestobeapathwayinconducting careandtreatmentserviceseffectively?
Ithinkwehaveallheardaboutthestaffingcrisisthat healthcaresystemshavebeenfacingoverthelastfewyears. Whilethestaffingcrisislooms,weareattheforefrontof caringforourcommunity,whichhascometotrustusfor expertcareandtreatment.Thisiswhereinnovationand technologyisastrongassetsforus.Wearecurrently leveragingvarioustoolstocreativelyprovidehospitalcare inpeople'shomes,communicateeffectivelyamongthecare teams,involvepatients/familiesremotely,andutilize varioustechnologicaltoolstooperatemoreefficiently
Whatroledoescompassionplayincaringforpatientsin need?InwhatwaysdoyouensureKentHospital deliversthesame?
Compassioniscriticaltopatientcare.Attheendoftheday, ourmissionistotakecareofpeopleatvulnerabletimesin theirlives.Itakethisveryseriously Weneedourpatients tofeelconfidentinthemedicalcaretheyarereceivingand
feeltheyarevaluedasindividuals.AtKentHospital,we haveanamazingstaffwhowanttodeliverthehighest qualitycareinacompassionateandmeaningfulway To ensurethis,weshareourpatient'sfeedbackwithourleaders andstaff.Andwearealwayslookingforopportunitiesto improve,includingwithformalizedtraining.
Whatendeavorsareyoucurrentlypursuingtoimprove KentHospital'sservicemeasuresforhealthcareclients?
Ÿ HospitalatHome,wherepatientsareadmittedtotheir homesfromouremergencydepartment.Thisallowsfor greatmedicalcareinthecomfortoftheirownhome.
Ÿ Expandingourgeriatricfocustocareforahighnumber ofgeriatricpatientsinourcommunity Thisincludesa specializedunitcalledtheA.C.E.unit(AdultCareofthe Elderly)tomanageourgeriatricpatientsdifferently.
Whataresomeofthechallengesyoufacewhen conductingprojects,andhowdoyouturntheminto opportunitiesforgrowth?
Currently,thelargestchallengeorobstacleinhealthcareis staffing.Aswetryvariousinitiatives,itcanbeeasytosay wecannotsucceedbecauseofourstaffingchallenge.Inmy opinion,thisiswhereleaderslead.Iaskthatmyleadership
teamandmyteammemberslookforopportunitiesto improveinspiteofstaffingchallenges.
Obviously,weneedtoworktowardsimprovingour staffing;however,wecan'tthrowourhandsintheair becauseofit.Ourpatientsandcommunityturntouswhen theyneedusthemost,andIamcommittedtoneverletting themdown.That'swhywearealwayslookingfor alternativewaystodelivercare.
Whatadvicewouldyouliketogivetobudding entrepreneursandenthusiastswhodesiretoventure intothehealthcaresector?
Jumpin—allin.Itisarewardingcareer,andyouwillmake ameaningfulimpactontheworld.
Howdoyouenvisionscalingyourservicesand operationsin2022andbeyond?
Biggerisnotalwaysbetter.Ithinkallhealthcaresystems needtotakeadeeplookintotheiroperations,servicelines, andmission.Ineedtomakesurethattheservicesweare providingtoourcommunityareindeedneededbyour community,highquality,andmakefiscalsense.Itistime forallofustosharpenourpencils.
HowmanyofuscannameafamousCOO?Therole
of COOinitiallyhadalowprofile,andinthe early2000s,atrendtowardsmorestreamlined organizationsandmorehands-onCEOstookhold.In2000, 48%ofFortune500andSandP500companieshadaCOO; by2018,thatfigurehadfallentoanall-timelowof32 percent.
ButCOOsarecomingback.Asof2022,40percentof leadingcompanieshadaCEO,and48percentwereinthe financialandenergysectors.What'smore,theroleitselfhas changed–it'sbigger,bolderandmoretransformativethan everbefore.ThejobdescriptionofaCOOisneverfixed:it variesbyindustry,organizationandneeds.SomeCOOs mayseetheirroleasamentor,whileothersmaybepartners orsuccessorstotheCEO.Managingday-to-dayoperations andimplementingleadershipstrategiesisjustpartofthe job.Inanuncertainpost-pandemicenvironment,theCOO roleisevolvingfromitsrootsinthebackofficetoacatalyst fortechnology-drivengrowth,strategicexpansionand employeeempowerment.
Let's dive in to learn about the COOs roles and responsibilities:
Yearshavepassedsinceoperatingenvironmentswere relativelystableandorganizationscouldrelyonthe implementationoftenorevenfive-yearplans.Withglobal anddomesticdisruptionsnowthenorm,businessesmust prepareforanydisruptiveevent,nomatterhowremote. "Everymonthortwobringsasurprise,"saysaspecialty chemicalsexecutive.
"TheCEOhastobeabletobetteranticipateregulationsthat canaffectbusinessoperations,forexample.Itcanbeany driver,buthehastoseeitcoming,comingtomarketand gettinganadvantage.
Todothis,theCOOmustbeonthepulseofthemarket. Oneaerospaceanddefenseexecutiverecommendskeeping upwithwhatuniversitiesandothereducationalinstitutions areteachingtoidentifyfuturedevelopmentsandpotential talentinthefield.StayingontopoftrendshelpstheCOO predictinnovationsandproductsthatmightfail."It's importanttounderstandtheoutsideworld,"saysthe manager."ItisgoodthattheCEOcomesfromwithinthe company,butthecandidateshouldworkinamarketingrelatedroleforseveralyears."
Almostalloftheexecutivesweinterviewedagreedthat increasingcross-functionalengagementisessentialtoCOO success,especiallywhenitcomestosalesandmarketing. Operationsmanagersmusthaveadeepunderstandingofthe customer'svaluepropositionandwhatisrequiredofthe operationtomakeitwork.Closecollaborationbetween marketingandoperationsfunctionscanhelpdeliverabetter customerexperienceandincreasecustomersatisfactionand loyalty.
Today'schangingenvironmentmakesachievingquality workmuchmoredifficultthaninyearspast.Large-scale supplychaindisruptions,globalpoliticalandenvironmental
changes,andradicalchangesintheworkplaceunderscore theneedforoperationsmanagerstobeflexibleand responsiveonmultiplefronts.Itisimportanttodefine excellencebasedonresults,whetheritismeetingor exceedingstakeholderrequirements,improvingcustomer service,orthesuccessofamarketingcampaign.
"Don'tstayinyourcomfortzone,"advisesaformerCEOof theconsumerretailsector."Theinertiaoforganizations mustbeproactivelymanaged.Disruptioncanbecausedby newplayerswhoarefunctionallysuperior.Engagekey stakeholders.Quicklyassessthemindsetofmiddle managementbecauseyoucannotdowithoutthem.Build relationshipswithunions.Identifypeoplewhohavethe expertiseyouneedandlearnfromthem.
Accordingtotheheadofenergyoperations,mistakes provideagreatopportunitytolearn."Lookoutsideyour industry,"saysthisexecutive."Thinkaboutplanecrashes, nucleardisasters,orchemicalspills.Askyourself,'What canwelearnfromthis?'Learningfromexperienceis crucial,especiallyinhazardousindustries.
Executivessayatoppriorityforoperationsleadersisto demonstratetheimportanceofoperationstothe organizationandcreatecareerpathsthatpreventtoptalent fromleaving.Toreinforcethis,itisnecessarytohire qualifiedprofessionalsatalllevels,notjusttop management,andtoensurethatthereareenough employeeswiththespecificcompetenciesorskillsrequired.
TheCOOrolehastraditionallytakenabackseattootherCsuitefunctionsintheorganization.Itsrecentresurgenceand increasingvisibilitydemonstratetheimportanceofworking tobuildresilienceandpositionorganizationstosucceedina dynamicandrapidlychangingenvironment.Butpastskills arenotenough.COOsmustdevelopnewskillsand strengthstoaccomplishthecomplexanduncertaintasks ahead.
-SaloniAgrawal
Tracy Doughty President and Chief Operating Of cer Huntsville Hospital
Giventheamountofchangeoccurringinthe
healthcaresector,organizationsarelookingfor strongleaderswhocanmotivateteamstowork togetherinnewways.Expertswarnthatthiscanbe challengingsinceseveraldepartments,includinghuman resources,medicalstaffservices,andothers,mayhave differentviewsonmanagingthesesubsequentchanges.
Theproblemorganizationalleadersfaceisclearthroughout. Duetothepossibilitythatpeoplemayfeelapprehensive aboutorganizationalchange,leadersmustprovideaclear pathtowardstheprimarygoal.
Foreveryonetounderstandthedemandstoworkinnew waysorattaindifferentgoals,ensuretheyareallawareof theleadership'svisionfortheorganization.Oneofthebest waystodothisistotakethetimetolearnabouteachother's perspectivesandstrongpointsthroughevaluationsor mediatedroundtables.Thismakesitpossibleforindividuals torefrainfromcastingjudgmentandinsteadpayattention withoutinterjecting,despitethefactthatitisaveryprivate andexposedexperience.
TracyDoughty,PresidentandChiefOperatingOfficer atHuntsvilleHospitalinHuntsvilleAla,hasawealthof expertiseinhealthcareleadership.Heisprimarily responsibleforoverseeingoperationsattheHuntsville Hospitaldowntowncampus.Alongwithanumberofother clinicalandmanagerialpositionsatthehospital,Tracyhas alsoheldthepositionsofVicePresidentofEmergency& TraumaServicesandtheHospital'sPhysicianNetwork.
HestartedworkingforHuntsvilleHospitalasa surgical/traumanursein1998.Hehashadpositionsasa planninganalystinadministrationandarecruiterinhuman resources,amongotherthings.
TracyspentsixyearsasacommissionedofficerintheU.S. ArmyReservesinadditiontohisdutiesatthehospital.Asa
memberoftheboardsoftheCalhounCollegeFoundation, theCommunityFreeClinic,theHEALSClinic,the Committeeof100,andtheHuntsvilleHousingAuthority AdvisoryBoard,heisalsoinvolvedinanumberoflocal andregionalorganizations.Hehascompletedboth InitiativetoLeadershipAlabamaandLeadership Huntsville/MadisonCounty
Tracyearnedabachelor'sdegreeinnursingfromthe UniversityofAlabamain1997beforegettingtwomaster's degreesinhealthsystemsandhealthadministration.Tracy ismarriedtoLakeshaIvy-Doughty,andtheyhavetwo children,TyandSkylar.
Below are highlights of the interview that emphasize Tracy Doughty's exceptional leadership experience and how he is working to bring improvement to healthcare operations:
Briefusaboutyourselfandshedsomelightonyour journeyastheCOOatHuntsvilleHospital.Whatabout thehospitalinspiresyoutoservethehealthcare industry?
HealthcareleadershiphasaffordedmeopportunitiesthatI couldnotevenimaginegrowingup.Iwentfrombedside staffnursetopresidentandCOOofthehospitalinaspanof 15years.Istartedmyhealthcarecareerbyobtainingmy BachelorofScienceinNursing.Therehavebeentwo graduatedegreesandseveralprogressiveleadershiproles alongtheway.
Igrewupinalargefamilyandunderstandfirst-handwhatit meansto"gowithout."Thisorganizationinspiresme becauseitworkstirelesslytoprovidethebestpossiblecare tothoseweserve,regardlessoftheirabilitytopay.Wehave greatstaffmemberswhoarededicatedtoourmissionanda managementteamthatleadswithpatientcareastheir numberonepriority.
Canyouelaborateuponthecorevalues,visionand missionbasedonwhichyourservicesarealignedwith HuntsvilleHospital?
HuntsvilleHospitalisan881-bedhospitalthatservesasthe regionalreferralcenterforNorthAlabamaandsouthern Tennessee.HuntsvilleHospitalisgovernedbytheHealth CareAuthorityoftheCityofHuntsvilleandisthesecondlargesthospitalinAlabama.Inrecentyears,thehospitalhas expandeditsservicesthroughouttheregionbydeveloping theHuntsvilleHospitalHealthSystem,whichincludes hospitalsinHuntsville,Fayetteville,Tenn,Madison, Athens,Decatur,Boaz,Guntersville,Moulton,RedBay, Sheffield,andScottsboro,Ala.Thehealthsystemincludes morethan2,300patientbedsand18,000employees.
Ourmissionisfocusedonimprovingthehealthofthe peopleweserve.Thehospital'svisionisalwaystobethe firstchoiceforhealthcareservicesaswellasfor employment.
Thevaluesofourhospitalreflectwhoweareandhowwe conductourbusiness:withsafety,compassion,integrity, excellence,innovation,accountability,diversity,equity,and inclusion.
Our mission is focused on improving the health of the people we serve. The hospital's vision is always to be the first choice for healthcare services as well as for employment.
Whatareasinyouropinion,doesthehealthsystem struggleswithwhenitcomestooperationalmatters?
EveryhospitaladministratorinAmericaischallengedby staffing,safety/quality,andcostcontrol.Howwerespondto thesechallengeswilldetermineoursuccessand sustainability
InwhatwaydoyouconsiderHuntsvilleHospital's technologicaladvancestobeapathwayinconducting careandtreatmentserviceseffectively?
Wearecommittedtostayinguptodatewithtechnology. ThisincludesadvancedCTandMRI,telemedicine,imaging artificialintelligence,androboticsurgery.Ourmedicalstaff iscomprisedofspecialistswhoaretrainedwiththelatest equipment,andHuntsvilleisahigh-techcity.Ourpatients chooseusbecauseofthesefactors.
Whatroledoescompassionplayincaringforpatientsin need?Inwhatwaysdoyouensurethatthehospital deliversit?
Caringforpatientsiswhatwedo,butwemustprovidethat carewithcompassion.Withoutit,wefailtoconnectwith
thepeopleweareserving.Ourhospitalisintentionalin trainingandensuringthatwedeliverthequalitycarethat ourpatientsdeserveandinthemannerthattheyexpectit. Theprocessofchoosingthe"right"teammembersstartsin theinterviewprocessandisreinforcedthroughouttheir careeratHH.
Whatendeavoursareyoucurrentlypursuingto improvethehospital'sservicemeasuresforthe healthcareclients?
Improvingthepatientexperienceisengrainedinour missionandareflectionofourdedicationtocaringforall ofourpatients.Wehaveseveralteamsthattrack,train, monitorandmakerecommendationstoimproveourservice measures.Thisincludesroundingtoinfluence,training classesforallnewemployees,periodicrefreshercourses, roundsonpatientsthroughoutthecontinuumofcare, focusedeffortsonareasthatneedrapidturn-aroundand ensuringwerecognizedepartmentsandunitsthatare excelling.
Whataresomeofthechallengesyoufacewhen conductingprojectsandhowdoyouturntheminto opportunitiesforgrowth?
Thefinancialchallengeiscertainlythemostsignificant barrierforanynewendeavor Thestaffingthatmaybe requiredforanewprogramisequallycriticaltoday These challengesarealwaysturnedintoopportunitiesforgrowth becausetheyallowmetobecreativeandexploredifferent skillmixestogettheworkdone,explorepartnerships,think aboutconvertingnewanddifferentlocations,oraskmyself: wouldthisbebetteriftheorganizationhadapartner.
Sharewithussomeofyourstrategiesthathavehelped youinyourpositionasaleader.Howdoyoukeepup withspecificresponsibilitiesatthehospital?
Engagingandinvolvingstaffindecisionmakinghelpsbuild buy-in.Whenstaffisinformedandmotivated,theyhelp yougetthingsdonethatotherwisewouldhavebeenalmost impossible.Roundingonthefloorsanddepartmentshas alwaysbeenoneofmyleadershiptactics.Itgivesmea chancetoseetheworkbeingdoneatthepatientand productionlevels.
Keepingupwithmyspecificresponsibilitiesatthehospital ischallengingattimes.Therearemanydifferentprojects andtasksgoingonsimultaneously.Ilivebymycalendar andusetasklistsallthetime.
Whatadvicewouldyouliketogivetothebudding entrepreneursandenthusiastswhodesiretoventure intothehealthcaresector?
Don'tbeafraidtofail.Failureiswhenwelearnourbest lessons.Giveittime.
Surroundyourselfwithgoodpeopleandlistentothem. Healthcareisaheartbusiness.It'stoohardifyoudon'thave theheartforit.
Howdoyouenvisionscalingyourservicesand operationsin2023andbeyond?
Ourcommunityandregionaregrowingrapidly,sowemust keepupwiththeexpandingneedforservices.Recruiting andretentionispriorityone.Atthesametime,wehaveto redefinetherolesofourcareteamsothatwehelpourstaff functionattheirhighestskilllevel.
Whataresomeofthetestimonialsorrecognitionsthat accuratelyhighlightyourpositioninthemarket?
Ÿ NamedtheNo.2hospitalinAlabamaandthetop hospitalintheNorthAlabamaregionbyU.S.Newsand WorldReportin2022andalsohadnineclinicalareas honoredashighperformingbythepublication.
Ÿ NamedaForbes"BestinState"employerin2022.
