Issue link: https://beckershealthcare.uberflip.com/i/1169964
46 POPULATION HEALTH 46 CEO/STRATEGY America's Most Innovative Leaders: 24 healthcare leaders on the list By Andrea Park F orbes released in September its annual list of the coun- try's most innovative leaders, comprising 100 founders and CEOs known for encouraging creative and highly successful innovation at their organizations. To compile the list, leaders from top U.S. companies were ranked based on their media reputation for innovation, social connections and capital related to innovation, track record of market value creation and investor expectations of future growth and innovation. Exemplifying these qualities are Am- azon's Jeff Bezos and Tesla's Elon Musk, who tied for first place. Twenty-four leaders in the healthcare industry made the list: 13. Jeffrey Leiden, Vertex Pharmaceuticals 14. Gary Guthart, Intuitive Surgical 17. Michael Mahoney, Boston Scientific 20. George Yancopoulos and Leonard Schleifer, Regeneron Pharmaceuticals 23. Michael Mussallem, Edwards Lifesciences 24. Jean-Jacques Bienaime, BioMarin Pharmaceutical 26. Miles White, Abbott Laboratories 29. Omar Ishrak, Medtronic 33. Kevin Lobo, Stryker 35. Richard Gonzalez, AbbVie 41. Vincent Forlenza, Becton Dickinson 42. Kevin Sayer, Dexcom 46. Bruce Broussard, Humana 48. Stanley Bergman, Henry Schein 50. David King, LabCorp 55. omas Joyce, Danaher 56. Marc Casper, ermo Fisher Scientific 74. Stanley Crooke, Ionis Pharmaceuticals 82. Jose Almeida, Baxter International 83. Stephen Rusckowski, Quest Diagnostics 86. Alex Gorsky, Johnson & Johnson 87. Clay Siegall, Seattle Genetics 94. Tarek Sherif, Medidata Solutions 95. Alan Miller, Universal Health n 6 questions to determine whether a 'moonshot' innovation is doomed to fail By Andrea Park F or many of history's most transformative innovations — so-called "moonshot" projects such as the internet, the iPhone and, yes, the moon landing — the difference be- tween failure and success is razor-thin. Here, according to the Harvard Business Review, are six ques- tions a leadership team must address and answer before launching a potentially radical, far-reaching project to en- sure it has the best possible chance of survival. Per HBR, they are ideally asked in the presented order, and essentially boil down to the classic questions of why, who, what, how, when and where, respectively. 1. Is there a solid business case and a compelling rationale? 2. Does the moonshot have a committed and charismatic sponsor? 3. Does the moonshot have a clear scope? 4. Is there a buy-in from key stakeholders? 5. Does the moonshot have a precise finish line? 6. Is the moonshot a true priority? n Coalition of 181 CEOs say society should matter alongside profit By Emily Rappleye A group of 181 CEOs, including those of many pharma- ceutical and health insurance companies, pledged to invest more in communities and customers, according to The New York Times. The groups are part of the Business Roundtable, a lobbying group that periodically publishes credos on the "Purpose of a Corporation." This statement marks the first since the group's inception in 1978 to diverge from the idea that "corporations exist principally to serve their shareholders," according to a news release. The new purpose includes a commitment to fair compensa- tion for workers, diversity and inclusion, as well as sustain- able business practices and ethical dealings with suppliers, among others. Healthcare companies that signed include Abbott, Allergan, Anthem, Bristol-Myers Squibb, Cigna, CVS Health, John- son & Johnson, Mallinckrodt Pharmaceuticals, McKesson, Medtronic, Pfizer, Stryker and Walgreens Boots Alliance. Oth- er notable companies include Amazon, Apple, JPMorgan Chase and Boeing. n