Issue link: https://beckershealthcare.uberflip.com/i/1537066
11 CEO / STRATEGY "e care we provide to our patients is inseparable from the care, respect and inclusion we extend to our team members, and how well we reflect, understand and serve our communities," he told Becker's. "Our workforce evolution is rooted in a culture of belonging and interprofessional collaboration, supported by flexible scheduling, AI- driven efficiencies, well-being programs and meaningful recognition." Siloes will become nearly obsolete. C-suite leaders have talked for years about breaking down siloes and integrating multidisciplinary teams for better outcomes. Now the technology exists to actually make that happen, and organizational structure has to keep up. "Gone are the days of fragmented departments and transactional roles," said David Lubarsky, MD, president and CEO of Westchester Medical Care Health Network in Valhalla, N.Y. "We're building an ecosystem where nurses, doctors, technologists and administrators don't just collaborate, they co-create the future of health. We are dismantling silos, redesigning leadership pipelines and nurturing a culture where bold thinking is not just welcomed; it's becoming the norm." Dr. Lubarsky considers his team the "mission-driven architects of community health" who are able to connect at a deeper level because of digital technology and interoperable platforms to align around big strategic imperatives and each patient's care journey. "By leveraging technology to reduce low-value tasks and enhance clinical workflows, we're making space for what matters most: meaningful, judgment-driven, and compassionate care," said Dr. Lubarksy. "From AI integration to human-centered leadership, we're investing in the skills and mindsets our workforce will need — not just for today's challenges, but for those we can't yet see. is isn't just workforce evolution. It's the beginning of a transformation, and we're building toward it, together." Abhi Rastogi, president and CEO of Temple University Hospital and executive vice president of Temple University Health System in Philadelphia, has a similar focus. "We're seeing a significant shi towards a more interdisciplinary workforce," he said. "Our focus is on empowering our team through continuous learning and development and fostering stronger collaboration across different roles and campuses to enhance patient care coordination. We integrate clinical services and programs across our health system, giving our clinicians and staff the collaborative support and resources they need to adapt to the continually growing and complex needs of our patients." n Hospital CEO exits surge 150%, month to month By Kelly Gooch H ospitals reported 15 CEO exits in April — a 150% increase from six in March and the same percentage increase from April 2024. The finding is from a June 3 report from executive coaching firm Challenger, Gray & Christmas that examines CEO turnover in the U.S. Hospitals announced 46 CEO exits in the first four months of 2025, compared to 40 during the same period in 2024, according to the report. Across 29 industries and sectors, 860 CEOs announced departures in the first four months of 2025, up 15% from the 748 CEO exits from January to April last year. This is the highest January-to-April total on record, according to the report. In April specifically, 214 CEO exits were reported — a 21% increase from 177 in March. "The second quarter has become a talent and workforce planning period for many companies. We're increasingly seeing more job cuts announced in the second quarter than at other times of the year," said Andrew Challenger, senior vice president and labor expert for Challenger. "For many companies, mid-year is the fiscal year-end, and major workforce announcements are occurring in April," he added. "Meanwhile, companies are gaining clarity on how 2025 is shaping up. Some CEOs are choosing this time to step away — others are being asked to. Boards are looking for leaders who can navigate uncertainty and course-correct quickly," he added. In healthcare, Becker's has reported at least 78 hospital and health system CEO exits since Jan. 2, including retirements and resignations. n Why Hackensack Meridian's CEO is also its 'chief mission officer' By Kelly Gooch B eyond his official role as CEO of Edison, N.J.-based Hackensack Meridian Health, Robert Garrett also sees himself as the system's chief mission officer — a role he says reflects the values that have guided his leadership. Mr. Garrett led Hackensack University Health Network prior to its 2016 merger with Meridian Health, which created Hackensack Meridian Health — an 18-hospital system with more than 38,000 team members. He served as co-CEO of the newly formed system before becoming its sole CEO in 2018. Mr. Garrett told Becker's that amid today's financial pressures and ongoing uncertainty, he is more focused than ever on sustaining key leadership traits so that the system is able to achieve consistent growth