Issue link: https://beckershealthcare.uberflip.com/i/1544291
18 COO How 6 healthcare strategic leaders are fostering operational innovation By Scott King A cross healthcare organizations of every size and setting, strategic leaders are redefining what operational excellence and innovation look like in practice. From rural turnaround efforts to academic cancer centers and large health systems, executives say sustainable progress depends on disciplined performance management, frontline engagement and cultures that reward experimentation. Leaders are creating psychological safety, investing in continuous improvement training and aligning every initiative to measurable outcomes. Editor's note: Responses have been lightly edited for clarity and length. Question: How are you fostering innovation within your operational teams? Tonya Johnson, DNP, RN. Health System COO for University of Missouri Healthcare (Columbia, Mo.): I view innovation as the constant pursuit of a better, more modern way of operating. For my operational teams, fostering innovation begins with creating a space where people feel safe to speak up. When team members know their ideas matter, they're far more likely to challenge assumptions and offer new approaches. I also emphasize that no one needs to have every answer and that failure isn't a setback, but a source of insight. is helps empower team members to experiment and find the best approach to success, without fearing negative consequences. Timothy Riddell, MD. Executive Vice President and COO for Ochsner Health (New Orleans): We are working with extraordinary focus to enhance the quality of our care, our patients' ability to conveniently and consistently access it, and the experience our patients and team members have while delivering it. Doing this right requires advanced technology and a culture where it's OK to experiment and take the road less traveled. We use AI tools and real-time reporting within Epic to analyze patient data instantly, helping clinicians and researchers make informed, data-driven decisions. Our e-visits and e-consults streamline care, allowing patients to receive faster, more personalized treatment while improving efficiency for physicians and APPs. And we're finding new ways through technology to connect patients faster with access to the right care, in the right setting, with the right clinician, at the right time. Here and across our operations, we encourage our teams to "fail forward fast" and view failures as opportunities to learn and innovate quickly. is mindset enables a culture of innovation where thinking differently is encouraged. If we can get these things right consistently, our patients and communities will benefit in ways we can't even imagine. Joshua Lahav. Vice President, Cancer Center Operations for Fox Chase Cancer Center (Philadelphia): At Fox Chase Cancer Center, we foster innovation by intentionally giving operational teams space to experiment and by deputizing leaders at all levels to challenge the status quo rather than default to "how it's always been done." We encourage thoughtful, tactical investment to improve efficiency, reliability, and the experience for patients and staff. We have recently trained nearly 30 leaders in Lean Six Sigma principles, all of whom have earned their Yellow Belts. We set clear expectations that operational excellence requires continuous evolution, not resting on past success. Innovative thinking and measured risk- taking are widely recognized and rewarded, reinforcing a culture of accountability, curiosity and continuous improvement. Chris Kane. Chief Strategy Officer for Phoebe Putney Health System (Albany, Ga.): We recently asked 250 leaders to suggest tactics related to innovation — broadly defined. e suggestions were helpful, but the ideas reflected the nature of our industry: incremental changes. With the demands placed on leaders in their daily jobs, it's challenging to ask them to find the time and energy to generate transformational innovation. Unlike Apple's "skunk works," protected time for substantial R&D in the business of healthcare delivery is elusive. Yet, we remain optimistic that our investments in our leaders and culture will increase innovation. Jeff Pfaff. Director of Operations for Inova Surgery Center (Falls Church, Va.): Our organization fosters innovation within our operational teams by developing a culture where team members feel empowered to share ideas, insights, and solutions directly with leadership. Open dialogue and mutual trust (psychological safety) are essential to improving performance and driving meaningful change. Technological advancement plays a critical role in this process. However, for us, innovation is not about change for the sake of change — it is about purposeful innovation. Every initiative must be aligned with measurable outcomes that strengthen organizational performance. Whether the objective is to increase productivity, reduce costs, enhance community awareness, improve the physician experience, or streamline employee workflows, innovation must directly support the metrics that matter most to the organization. When leadership actively values and implements employee contributions, it strengthens engagement and ownership. Employees who see their ideas translated into action become more invested in the organization's success. Equally important is providing accessible platforms for collaboration. By creating structured yet simple avenues — such as cross-functional innovation forums, digital idea-sharing platforms, or team-based pilot initiatives — we enable employees to refine ideas collectively and move from concept to execution efficiently. In short, innovation thrives where leadership listens, technology supports strategy, collaboration is easy, and every initiative is tied to measurable performance improvement. Tyler Stapp. COO for Pineville Community Health Center (Pineville, Ky.): As COO of a rural independent facility, and playing a key role in the organization's turnaround, I have focused on restoring operational stability while fostering a culture of accountability and innovation. By partnering with frontline staff, providers and community stakeholders, we realigned services with strategic priorities and local health needs. rough disciplined, data-driven performance management and cross-functional collaboration, we implemented sustainable improvements that strengthened financial performance, enhanced quality outcomes, and improved access to care. is structured approach has been instrumental in positioning the organization for long-term sustainability and growth. n