Leadership In Healthcare

Dr. S M Ziaur Rahman, a medical professional, has made a commendable transition from a high-paying position in Delhi to establish a vital healthcare center in rural Bihar. His initiative directly addresses a critical gap in rural medical infrastructure, exemplified by his nominal charge of just ₹250 per patient visit. This significantly contrasts with typical urban healthcare costs, ensuring that financial barriers do not prevent individuals from receiving necessary medical attention. Dr. Rahman’s decision was deeply influenced by a poignant experience: witnessing the plight of a patient from Bihar who had to travel to Delhi for treatment due to the severe lack of adequate facilities in their native region. This encounter underscored the urgent need for local, high-quality medical services. By establishing this center, Dr. Rahman is not only providing essential care but also significantly contributing to the improvement of public health outcomes and fostering hope among countless underprivileged individuals in rural Bihar. His exemplary action highlights the transformative potential of dedicated medical professionals addressing critical healthcare disparities in underserved regions. LinkedIn LinkedIn News LinkedIn for Learning

The Night I Almost Snapped: 3 Lessons on Resilience from the ER It was super busy in the ER that night. Everyone needed help, and I was running non-stop. Then this older guy came in, mad and yelling a lot. The whole room felt tense. 🚑 The Challenge Hits He kept shouting and wouldn’t sit still. The nurses were trying to calm him down, but nothing was working. He continued to yell at them with foul language. My heart started to pound, and my hands were shaking. This was my team, and I was their leader. I felt like I was gonna lose it. 🧘 A Crucial Pause I had to step away for a sec. I went to the supply room. I just stood there. Eyes closed. Breathing slowly. Just me and the quiet. It helped me chill out. My fear of a terrible outcome was just that- a fear. 🗣️ Returning with Empathy When I went back, I kept my cool and talked softly. "I see you're really upset," I said, "Let's figure this out together, okay?" He looked at me, still kind of mad, but he nodded. 🙅 Facing the Test "I'm going to get you all fired!." He shouted. I felt my anger rumbling back at full speed. I was about to shout back: "We deserve some respect!" Instead, I paused. I smiled softly and took a deep break. I knew he was scared and very stressed. I felt it. "We're here to help you," I continued. "You're our priority." I felt him softening like dough. The worst part was over. There was just one thing left for me to say: "But first, you're going to apologize to my nurses." 🔑 My Key Takeaways 1. 𝗣𝗮𝘂𝘀𝗲 𝗪𝗵𝗲𝗻 𝗢𝘃𝗲𝗿𝘄𝗵𝗲𝗹𝗺𝗲𝗱 • Take a break when it’s too much. • Find the emotion driving your thoughts. • Address it honestly. • Get back in control. 2. 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 𝗙𝗶𝗿𝘀𝘁 • Listen and be kind. • Acknowledge how people feel. • Validate their concerns. • You'll be on the same page. 3. 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗶𝗻 𝗮𝗰𝘁𝗶𝗼𝗻 • Keep going, even when it's hard. • Stay steady under pressure. • Expect challenges Be ready to face them. • Prove you're tougher than your toughest days. That night taught me a lot about dealing with tough stuff at work. Learning how to handle strong emotions is just as important, as the skilled work you do. 💬 Ever had a super tough day at work?       What helped you get through it? P.S. ➕ Follow Dr. Miro Bada for more practical performance advice. ♻️ Share this to inspire your network.

Leadership in HealthTech is a three-body problem. Clinical. Commercial. Technical. All clashing daily. No one admits this, but leading in HealthTech is not just harder. It’s structurally impossible to get right all the time. You’re not running a SaaS company. You’re steering three competing belief systems. Every meeting, every decision, every week. You don’t lead one team. You referee three worldviews: 1. Clinical teams optimise for safety and evidence. Decisions measured in patient outcomes and published trials. Risk is existential. Move fast? Break things? No thanks. 2. Technical teams optimise for speed and elegance. Ship fast, iterate faster. Clean code, clear architecture. "MVP" means minimum, not medically validated. 3. Commercial teams optimise for revenue and growth. Deals signed. Pipeline fattened. Quarters closed. If they have to sell before the product’s ready? They will. Now picture this: Your Chief Medical Officer says: “We need a 12-month study before rolling this out.” Your CTO says: “We can ship next sprint.” Your CRO says: “I already sold it.” This isn’t bad leadership. This is HealthTech leadership. The uncomfortable truth? Your CTO can’t manage clinical nuance. Your CMO can’t steer commercial targets. Your CRO won’t read a single JAMA article. So how do the ones who survive pull it off? They learn this hard, unsexy skill: Constant context-switching. Not vision. Not inspiration. Not charisma. It’s the mental gymnastics of understanding everyone’s risk, language, and incentives - simultaneously. And making the impossible call anyway. Sound exhausting? It is. But if you’re building in HealthTech - this is the actual job. Not product. Not roadmap. Not pitching. Balancing three worlds, knowing none of them will ever truly understand the other two. The best founders don’t solve the three-body problem. They learn to orbit around it. Without burning out.

Planet vs. Plastics - the theme for today’s #EarthDay calls for a 60% reduction in the production of plastics by 2040. An ambitious goal, but imperative, considering the tremendous damage done by plastic to human, animal, and all biodiversity’s health. Single use plastics, e.g., make for 60-95% of global marine plastic pollution. Time to ponder: What are the implications of healthcare versus plastics? The healthcare sector generates huge amounts of plastic waste daily: 25-35% of hospital waste, e.g., is plastics. Undoubtedly, the advent of plastics revolutionized the medical industry, improving access to healthcare: It is low in cost, durable, easy to process and sterilize. But how can we balance the critical role of plastics in healthcare with the need to protect health from the impacts of pollution? Our Fresenius Kabi colleagues working on enteral nutrition solutions demonstrate how to use less plastics with unchanged product quality. They produce bottles and bags with liquid nutrition for patients with malnutrition. In 10 years, the team has improved the container material to a degree that saves up to 1200 tons of plastic per year. The EasyBag, which is the lightest container, now saves 60% plastic in weight and produces 85% less waste in volume compared to tube feed bottles on the market. Reducing plastic brings savings in many parameters that are vital for climate change, like greenhouse gas emissions or primary energy consumption. The EasyBag uses up to 50% fewer non-renewable primary energy sources (compared to other containers for similar products) when it is disposed on a landfill. In general, the healthcare industry is a significant driver of global greenhouse gas and accounts for 5% of global CO2 emissions. So, our contributions to conservation and sustainability have a great impact! At Fresenius Group, we’re committed to reducing our carbon footprint by 50% until 2030. By 2040, we want to become climate neutral in our operations. Our global electricity consumption is one of the most important levers on our path to reducing emissions. Hence, we will gradually increase the purchase of electricity from renewable energies and introduce more energy-efficient solutions. I am sure that digitalization and AI will also help tackle climate change on many different levels. One of our Helios Kliniken GmbH clinics in Hamburg, e.g., tests the use of AI for building automation to save energy: A digital twin simulates the building's behavior and derives appropriate specifications for real operation, like heating, in a timely manner. Experts estimate the energy savings potential to be around 20%. AI-driven solutions will also be transformative regarding the broader demand for a healthy planet in the tradition of the #EarthDay movement. At the intersection of climate and health, AI's advanced data analysis and prediction capabilities will reveal the interlinkages – a prerequisite to address climate-related health challenges! #FutureFresenius

Contrary to popular belief, Orthopedic Surgeons (particularly Joint Replacement surgeons) have been on the forefront of the transition to value-based care. The American Association of Hip and Knee Surgeons (AAHKS) worked closely with CMS to provide input on the CJR, BPCI, and BPCI-A programs. Surgeons embraced these programs with an over 50% participation rate (higher than any other medical specialty). The programs have been an unquestionable success in driving cost savings for CMS and improving outcomes. Important lessons have been learned about patient optimization, patient engagement, and care coordination across multi-disciplinary teams. But surgeons dropped out of the programs as CMS and CMMI moved the goal posts, created a race to the bottom, and gradually cut surgeons out of the decision making and care design processes. In short, CMS/CMMI never figured out how to properly reward the less FFS-like work that goes in to successfully implementing these programs (a common criticism of many VBC approaches). The proposal for "Specialist-Led Care" espoused here is very much in line with what I'm always going on about. (Disclaimer: I'm Vice Chair for AAHKS' Practice Management Committee but did not contribute to this article). The evolution of VBC MSK care will involve specialists designing and leading novel, condition-specific processes that carefully integrate all aspects of the care spectrum. A flat structure that fosters collaboration between surgeons, physical therapists, behavioral health specialists, primary care providers, case managers, and others is the way. Demonstrable and sustainable value will be a byproduct of such programs and should be rewarded as such. Don't believe Ortho Surgeons can lead this change? I'm here to prove you wrong. However, there's also an opportunity for collaboration with others trying to innovate in healthcare. The capital and infrastructure necessary to build and implement such programs is beyond the grasp of many specialists. Fragmentation is real. Creating a reproducible and scalable solution, while difficult, is achievable. The best part: you can improve care, reduce costs, engage patients, reward those providing the care, and still have a good business all at the same time. MSK conditions account for 13% of Medicare beneficiary disease burden (second only to cardiac conditions at 16%). We often hear how employers are being crushed by MSK spend. We know the opportunity; we just need to put it altogether and make it accessible to all. Don't believe it's possible? A vision that's not widely derided... (Side note: It would be helpful for AAHKS/JOA to make this article and its companion -- "Risk Should Not Be a 'Four-Letter Word' in Healthcare." -- open access. The greater healthcare community would benefit from reading them. #msk #musculoskeletal #vbc #valuebasedcare #healthcareinnovation #healthcare

𝗠𝗲𝗲𝘁 𝘁𝗵𝗲 𝗱𝗼𝗰𝘁𝗼𝗿 𝘄𝗵𝗼 𝗵𝘆𝗽𝗲𝗿𝘀𝗰𝗮𝗹𝗲𝗱 𝗔𝗽𝗼𝗹𝗹𝗼 𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹𝘀 𝗶𝗻𝘁𝗼 𝗮 𝗴𝗹𝗼𝗯𝗮𝗹 𝗵𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗽𝗼𝘄𝗲𝗿𝗵𝗼𝘂𝘀𝗲. one doctor’s heartbreak sparked a $10 billion healthcare revolution—and the business lessons every founder needs to know. 💡 In 1979, Dr. Prathap C. Reddy faced a devastating reality: a patient in India lost their life because they couldn’t afford surgery abroad. That moment didn’t just spark grief—it ignited a vision that would redefine healthcare for millions. Dr. Reddy, trained at Madras Medical College and the U.S., saw the gap clearly: India needed world-class healthcare that was both accessible and affordable. The result? 𝗔𝗽𝗼𝗹𝗹𝗼 𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹𝘀. What started as one hospital in Chennai is now a global healthcare powerhouse: 🌍 71 hospitals across Asia 💊 5,000+ pharmacies 👩⚕️ Over 3 million patients treated annually But the numbers tell only part of the story. What truly set Dr. Reddy apart were the principles that drove Apollo’s success—and they’re lessons every founder can apply: 1️⃣ 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 𝗳𝘂𝗲𝗹𝘀 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻. That tragedy wasn’t just a loss—it revealed a problem. Dr. Reddy’s vision to fill this gap gave his work unparalleled focus and urgency. ➡️ Your takeaway: Start by solving a real, deeply felt problem. Businesses driven by purpose don’t just succeed—they leave legacies. 2️⃣ 𝗤𝘂𝗮𝗹𝗶𝘁𝘆 𝗶𝘀 𝗻𝗼𝗻-𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝗯𝗹𝗲. Apollo’s early focus on international standards (like JCI and NABH accreditations) wasn’t just about prestige—it was about trust. Today, that commitment is its greatest asset. ➡️ Your takeaway: Whatever your industry, delivering consistent excellence will make you irreplaceable to your customers. 3️⃣ 𝗗𝗶𝘃𝗲𝗿𝘀𝗶𝗳𝘆, 𝗯𝘂𝘁 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰𝗮𝗹𝗹𝘆. From telemedicine to health insurance, Apollo didn’t just grow—they grew smart. Each new vertical reinforced their core mission of accessible healthcare. ➡️ Your takeaway: Diversification isn’t about doing everything—it’s about doing the right things that align with your vision. 4️⃣ 𝗘𝗺𝗯𝗲𝗱 𝗮 𝗹𝗲𝗴𝗮𝗰𝘆 𝗺𝗶𝗻𝗱𝘀𝗲𝘁. Dr. Reddy involved his family early, ensuring that Apollo wasn’t just a business but a lifelong mission. That foresight has kept the organization aligned and thriving. ➡️ Your takeaway: Long-term impact requires thinking beyond the immediate—invest in culture, continuity, and community. Dr. Reddy’s story reminds us that business success isn’t just about profit—it’s about creating solutions that matter. What’s one gap in your industry you feel needs urgent attention? Could it spark a vision as impactful as Apollo Hospitals? Share your thoughts in the comments—or DM me "HyperScale" if you’re ready to explore how your business could become the solution the world needs. 🚀

Long-term innovation in human flourishing will not come from seeking the next Med-tech Unicorn. Planting an orchard or vineyard does not show immediate return on investment. It does, however, provide great fruit and great benefit for future generations. Our vision must be long-term. A few numbers (CDC) regarding annual economic burden of non-communicable diseases: 1. Heart disease: $219 billion 2. Pulmonary disease: $153 billion 3. Obesity: $147 billion 4. Diabetes: $327 billion 5. Mental Health: $238 billion A 2% reduction in these five disease states would save the US $21.68 billion annually. Let's not seek the next unicorn in treating disease. Let's reduce disease by 2%. A small percentage is a big number (and many, many lives). This societal pain and burden can be reduced. Both for individuals and our over-stressed healthcare systems. The vision is creating an ecosystem purposely stewarded for flourishing. One which uses all available tools we have (AI, behavioral economics, cognitive computing, social networks/social physics, neuroscience, etc.) to reduce these numbers by 2%. The focus is not an input, a tech platform, or improving a legacy model. The focus is an outcome. An ecosytem of flourishing with success measured by avoidance and reduction of disease. This innovation must be supported, resourced, and stewarded by our largest brands, most advanced tech companies, smartest scientist, and civil society. The vision must be long term and we must build to benefit future generations. Economic gain is a worthy pursuit. This is true. I would argue human flourishing is of greater value. Value we can achieve.  It is not a luxury; it is our truest identity. Economic gain will follow. #Leadership #Innovation #Flourishing #Healthcare

As a physician and advocate, I've seen the stark realities of healthcare inequality up close. It's a multifaceted challenge, deeply rooted in socioeconomic disparities, systemic barriers, and historical injustices. Yet, it's not insurmountable. We have the tools, the knowledge, and the collective will to forge a more equitable future in healthcare. The path forward involves a holistic approach: 1️⃣Embrace Preventative Care: Early intervention can prevent conditions from escalating into serious diseases. Community-based health education and accessible preventative services are key. 2️⃣Expand Telehealth: Telehealth can transcend geographic and transportation barriers, making healthcare accessible for all, but we must ensure it's equitably deployed. 3️⃣Diversify the Healthcare Workforce: A workforce that reflects the diversity of the population it serves can improve patient outcomes and trust. 4️⃣Advocate for Policy Change: Systemic change is essential. We need policies that ensure universal healthcare access and tackle the social determinants of health. Change won't happen overnight, but each step brings us closer to a healthcare system defined by its inclusivity and equity. Let's work together to make healthcare a right, not a privilege. #HealthcareEquity #SystemicChange #PreventativeCare #Telehealth #DiversityInMedicine #PolicyChange

𝗔𝘀𝗽𝗶𝗿𝗶𝗻𝗴 𝘁𝗼 𝗟𝗲𝗮𝗱 𝗕𝗶𝗴𝗴𝗲𝗿 𝗶𝗻 𝗛𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲? 𝗥𝗲𝗮𝗱 𝗧𝗵𝗶𝘀 𝗕𝗲𝗳𝗼𝗿𝗲 𝗬𝗼𝘂 𝗦𝗽𝗿𝗶𝗻𝘁 𝗔𝗵𝗲𝗮𝗱. Many mid- to senior-level leaders in hospitals find themselves at a crossroads—successful, yet unsure how to make the leap to higher roles with broader influence. Here’s what experience (and reflection) reveals: 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗕𝘂𝗶𝗹𝗱 𝗡𝗲𝘅𝘁: • 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗽𝗿𝗲𝘀𝗲𝗻𝗰𝗲 and strategic storytelling • 𝗗𝗮𝘁𝗮-𝗱𝗿𝗶𝘃𝗲𝗻 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 (not just gut calls) • 𝗛𝗲𝗮𝗹𝘁𝗵 𝗽𝗼𝗹𝗶𝗰𝘆 and financial fluency • 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗵𝗲𝗮𝗹𝘁𝗵 𝗰𝗼𝗺𝗳𝗼𝗿𝘁 and tech disruption • 𝗖𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 and adaptive leadership • 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗶𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 and influence across boundaries 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗗𝗿𝗼𝗽: • 𝗢𝘃𝗲𝗿-𝗿𝗲𝗹𝗶𝗮𝗻𝗰𝗲 on technical expertise • 𝗠𝗶𝗰𝗿𝗼𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 and perfectionism • 𝗢𝘂𝘁𝗱𝗮𝘁𝗲𝗱 𝗿𝗶𝘁𝘂𝗮𝗹𝘀 and ways of working • 𝗖𝗼𝗻𝘀𝘁𝗮𝗻𝘁 𝘆𝗲𝘀-𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿 • 𝗟𝗼𝘄-𝗥𝗢𝗜 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀 and tasks others can handle The shift is from “doing more” to “enabling more.” From tactical excellence to visionary leadership. Leadership is not a promotion. It’s a transformation. And it starts with what you stop doing. #HealthcareLeadership #ExecutiveGrowth #LeadershipDevelopment #HospitalManagement #HealthcareStrategy #FutureReady

The New Healthcare Agenda: Cost Reduction, Staff Retention, and Digital Innovation Dominate Executive Plans In this revealing Sage Growth Partners survey of 108 C-Suite executives from health systems and hospitals, new strategic priorities have emerged for the coming years. Amidst navigating post-2020 economic challenges, leaders are focusing on: * Growing Revenue: 57% of respondents see this as their primary goal. * Strengthening Workforce: Staff recruitment and retention is a key initiative for 55%. * Cost Reduction: 46% are looking to cut costs and operating expenses. * Tech & Innovation: Emphasis on EMR optimization and investments in AI, digital health, data analytics, and revenue cycle management tools to meet strategic objectives. * Navigating Payment Models: Transitioning to value-based care arrangements is a critical focus. * Digital Health's Role: 62% acknowledge its effectiveness in easing access to care. * EMR Challenges: Only 24% believe their EMR fully lives up to vendor promises. * AI's Potential: 45% report AI integration has improved data quality and accessibility. * Patient Health Concerns: 65% note worse patient health post-pandemic. * Economic Preparations: 60% predict a recession, with 81% expecting a negative impact on their organizations. Leaders are strategically investing in care delivery, exploring new markets, and enhancing back-end processes to not only navigate but also thrive in the evolving healthcare landscape. What trends strategic insights from the C-Suite would you add? Please share in the comments. #HealthcareLeadership #C-SuiteTrends #StrategicInitiatives #HealthIT #ValueBasedCare #EMROptimization #DigitalHealthInnovation