Becker's Hospital Review

99 99 PRACTICE MANAGEMENT THOUGHT LEADERSHIP ink back to the last transformations that occurred at this scale. e industrial revolution: Suppose we had known the internal combus- tion engine, and its need for fuel, would imperil the planet through climate change? e agricultural revolution: Suppose we had known that the corn industry that dominates U.S. agriculture would fuel the crisis of obesity? And then bring those revolutions up to date. We're already seeing the failure of responsibility. e social media revolution: Suppose we had known that Facebook was not just for seeing my grandkids virtually, but could be used to effect elections and spew hate? e e-commerce revolution: Suppose we had known that e-systems that target zip codes for marketing would create a new "redlining" and make deep poverty worse? We now know that technology will be infused throughout the world economy at a level never seen before. e marriage of that technology with the mission of traditional healthcare providers could be a beauti- ful and long-lasting one that could truly improve lives. But this is the time, during our engagement to do the right thing, as health transforms with the digital economy. We need to make health assurance the attainable, ethical goal of the next five years of health- care delivery. In order to do that, issues around privacy, use of genomic data, and racial, economic and gender biases need to be recognized and overcome. Marriages require the humans involved to constantly evolve. As on- line meets offline, we need to ensure that we do not forget the hu- man in the middle. Instead, we must reimagine a new relationship of both providers and consumers, with technology based on trust, ethics and equity. n Becker's 11th Annual Meeting Speaker Series: 3 questions with BayCare's Dr. Nishant Anand By Virginia Egizio N ishant Anand, MD, serves as president of BayCare Physician Partners and executive vice president and CMO at Tampa-based BayCare Health System. Dr. Anand will participate in the keynote panel "Leadership Advice-Key Thoughts on Leadership" at the Becker's Hospital Review 11th Annual Meeting. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference, which will take place virtually from May 10-27. Question: Share one change brought on by the corona- virus pandemic that you'd like to see stick, especially in healthcare? Nishant Anand: A silver lining of the pandemic has been the partnerships between health systems, communi- ty organizations and local, state and federal agencies. While there have been tragic deaths and untold men- tal health effects due to the pandemic, one insight that has emerged is that we cannot tackle large societal health problems alone. Issues such as improving health disparities, social determinants of health, and pub- lic health initiatives can and should be tackled with a multi-faceted and coordinated approach that puts the needs of the community at the center of everything we do. Q: What is one essential trait leaders need to lead effec- tively in healthcare today? NA: Adaptability. The days of a common set of challenges year in, year out may be behind us. We as leaders must grow in our roles, adapting to the challenges and dynam- ic market forces we are confronting, while always demon- strating empathy and compassion in our actions. Q: What would you like to see as the defining theme of 2021 for your industry? NA: Value. 2020 was a reactionary year. Executives had to react to ever-changing circumstances, some in our con- trol and others not. Going into 2021, I would like to see all stakeholders in the healthcare industry accelerate the move to value. Value, using Michael Porter's definition, is outcomes delivered per dollar spent. There is waste in the healthcare industry that does not improve health out- comes . Through a focus on upstream risk factors (popula- tion health and social determinants of health) and reduc- ing clinical variation , we can achieve the quadruple aim (improve outcomes, affordability, extraordinary patient experience, and improved provider experience). This will lead to healthy communities, financially viable Medicare and employer financing programs, and the creation of the workforce of the future. n

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