Change management and transformation leadership

Six top CEOs and Founder Chairmen from across India top healthcare leaders in this panel discussion examined how transformational leadership models can improve healthcare businesses. The panel discussion saw experts stressing on critical elements that define transformational leadership in healthcare and the value created or business success caused by change management. They also mulled on the need to maintain better communication with patients and how leaders within organisations can drive change.

The panellistfor the session were Dr Tarang Gianchandani, CEO, H N Reliance Hospital (Moderator); Dr Ashutosh Raghuvanshi, CEO, Fortis Hospitals; Dr Nandkumar Jairam, CEO India, Columbia Asia Group; Dr Kishore Kumar, Founder Chairman, Cloudnine Hospitals; Dr S Gurushankar, Chairman, Meenakshi Mission Hospital and Research Centre (MMHRC) and Dr Dharminder Nagar, MD, Paras Hospitals.

Initiating the discussion, Gianchandani asked the panellist about transformational management. Answering to this, Jairam informed that healthcare is at an inflection point. Also, technology has found its way into every aspect of healthcare. The way in which the dynamics are changing, it is evident that patient-centric care is becoming the focal point today. This demands us to move into strong evidence-based practice and adequate documentation and communication.”

Taking up the same question, Raghuvanshi responded, “Striking the right balance between a business and what the society needs is paramount. It is a difficult job, but we need to be practical and see how to deliver the same.” Throwing more light on the topic, Kumar said, “Transformation is important but we have a complicated healthcare system. Accountability and outcome is paramount, but we need to equate all of these into one basket.”

“Hospitals can be different – be it private or government, but a patient’s life remains the same. Any health scheme – be it central or a state-run – is initiated to attract vote banks, but do they pay enough to cover the pay cost? There hasn’t been a single study done by the government to understand the cost of treatment for a particular procedure. As a entrepreneur, we should step out of our hospital boundaries and talk about a feasible way. Be it Ayushman Bharat or any other state-run scheme, the reimbursement amount should be equal to the cost incurred by the hospital, then it will be a win-win situation. We should all take up the leadership role,” Gurushankar added.

Adding his views, Nagar, said, “Transformation is not a choice. Costing in healthcare is a humongously challenging task. Technology is not free and it comes with a price and we have to deal with it. We will not implement change until and unless we have shared values.” Further, the moderator asked, “As healthcare leaders, how do they want to bring in culture of transformation within their organisations by grooming people or opting a change agent from outside?”

To this, the panellistinformed that culture change is really hard. Change happens with acceptance and acknowledgement of faults. Leaders within organisations need to lead the change. They concluded the discussion with a view on the cultural change in healthcare which can be hard but we have to accept and acknowledge the reality. Also, the leadership should have the conviction to walk the talk.

Key highlights

• Healthcare is at an inflection point and therefore organisations need to move fast and accept change. Accountability is also paramount for transformation within organisations and healthcare systems
• There hasn’t been a single study done by the government to understand the cost of treatment for a particular procedure. It is time for hospitals to step out of their comfort zones and do what was not done before
• There is a need for better documentation of cases and better knowledge on the professionals’ part. The industry needs to step up and maintain better communication with patients
• If we need to get new thoughts and new ideas into a system, it is important to ignite the minds of next-generation leaders. Leaders should be groomed from within the organisations and not brought in from outside
• Culture change is really hard. Change happens with acceptance and acknowledgement of faults. Leaders within organisations need to lead the change