Becker's Hospital Review

58 POPULATION HEALTH 58 CEO/STRATEGY Your hospital may benefit from a chief purpose officer — here's why By Alyssa Rege T o drive employee efforts and help them connect their individual work to the organization's broader goals, Roche India — part of pharmaceutical and diagnostics company Roche Group — hired a chief purpose officer. Forbes contributor Michael Chavez spoke with Roche India's Lara Yumi Tsuji Bezerra, who was promoted to serve as Roche India's chief purpose officer in October 2017. Before Roche India hired Ms. Bezerra to the role, its strategic growth largely revolved around hierarchical and siloed management processes. e result was a reactive and risk- averse organization with no intrinsic motiva- tion and limited growth prospects. Ms. Bezerra said that when she came in, she asked leadership what her first task should be, and they told her to help create a new shared aspiration for the organization. To help create a unified purpose, Ms. Bezerra and her team knew that the organization's re- active strategy would not help, and designed initiatives that provided a holistic approach to the health of all patients. "You have to have a strategy that's flexible be- cause the markets are so dynamic and com- plex. We have to be constantly adapting and testing new approaches, or else the strategy becomes too rigid. Purpose provides the sta- ble framework for this dynamism to happen," she said. "We realized our intention is to be the Uber of healthcare, meaning we must fig- ure out a way to bring together the players in the healthcare ecosystem." Ms. Bezerra said she and her team made it a point to connect the organization's mission with employees' individual work. "When we ran our purpose workshop, we connected everything to individual purpose. We asked how can we as a leadership team be a collective that is driven by higher service and still be able to take care of ourselves and others when we get dragged down by nega- tive emotions, like anger and fear." While Mr. Chavez acknowledges that "titles can be trite … [Ms. Bezerra's] new title is in- credibly impactful and sends a strong leader- ship signal. It is a constant reminder that the company not only takes purpose incredibly seriously, but that it is a driver of all busi- ness decisions, strategies and operations," he writes. "e lesson from Roche India is to do so only if you're willing to embrace a holistic and transformational approach to purpose." n Data, 'care enablement' to shape healthcare in 2040, Deloitte says By Jessica Kim Cohen T hree trends will likely shape healthcare in 2040, according to an analysis published in February by consulting firm Deloitte. The analysis is based on the idea that shifts in innovation tend to occur in seven-year cycles, according to Deloitte. With that in mind, the firm looked back over the past three innovation cycles to guide its thinking into what healthcare will look like in 21 years. "By 2040, healthcare as we know it today will no longer exist," the analysis reads. "There will be a fundamental shift from 'healthcare' to 'health.' … The future will be focused on wellness and managed by companies that assume new roles to drive value in the transformed health ecosystem." Three trends that will define healthcare in 2040, as outlined by Deloitte: 1. Data and platforms. "These archetypes will be the foundational infrastructure that form the backbone of tomorrow's health ecosystem. They will generate the insights for decision making … While disease will never be completely eliminated, through science, data and technology, we will be able to identify it earlier, intervene proactively and better understand its progression." 2. Care enablement. "These archetypes will be connectors, financers and regulators that help make the industry's 'engine' run." 3. Well-being and care delivery. "These archetypes will be the most health-focused of the three groupings, made up of care facilities and health communities — both virtual and physical — and will provide consumer- centric delivery of products, care, wellness and well-being." n MercyOne Health unifies 450+ care locations under one brand By Alyssa Rege C live, Iowa-based Mercy Health Net- work unveiled a new brand and name Feb. 1. The health network rebranded to Mercy- One to reflect the organization's growth during the past 20 years. "We are excited to bring our mission and vision to life with our new unified brand. Our transition to MercyOne allows us to be more recognizable to the people and communities we serve and celebrates the remarkable work of our teams across the state to build a better-connected system of care and services," MercyOne Presi- dent and CEO Bob Ritz said. The rebrand will unite the $3 billion health network's more than 450 patient care locations, including 18 owned and joint venture hospitals. n

• Cover