Managing a large enterprise in a predictable environment is tough enough. But when it turns unpredictable, it becomes a complex web of cash flow management, hard decisions about your employees and leadership, and risky new strategic paths. As many of you have heard me say, I lived through this in the mainframecomputer business.
I have also said the business of taking care of people is no longer a predictable enterprise, and in many ways the hospital business model reminds me a lot of the mainframe business model. Big computing fell victim to small computing. High acuity is falling victim to low acuity. Or better said, the lower the acuity level, it seems, the lower the predictability. It is now all about questioning your assumptions. Constantly.
I am the host of our annual ConvUrgentCare Strategy Symposium and each year we try to bring together speakers that, when taken together, tell a story that helps you manage to an uncertain future. The 2016 ConvUrgentCare Strategy Symposium is about looking at what we call “The Middle Picture.” You have heard the big-picture talks from healthcare futurists. About half of their predictions will come true, you just don’t know which half. And there are conferences that go into the nitty gritty details on everything from facilities management to ICD-10.
But the middle picture is all about executing on future trends that we know are going to happen and building new teams and partnerships that are 100 percent committed to winning at their particular part of the challenge...
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