Issue link: https://beckershealthcare.uberflip.com/i/961245
168 THOUGHT LEADERSHIP one-off moves to respond to these announce- ments or stand still are going to get disrupted. At the same time, in this evolving landscape, resilient first movers and fast followers will have the opportunity to gain a sustainable advantage. As we've noted, there are a series of no regrets, offensive and option value moves that can increase all stakeholders' ability to remain resilient and win in such a turbulent landscape. No regrets moves, which make sense regard- less of how the future develops, would include payers developing more effective technology and analytics, providers creating more holis- tic care protocols, and pharmaceutical com- panies teaming up with employers to man- age costs more effectively. All players would benefit from the ability to explain and justify their prices and link them clearly to value. Offensive moves, aimed at enabling the orga- nization to get to a strategic destination first or faster, include providers partnering with new employer consortia to streamline the drug supply chain, pharmacy benefit manag- ers (PBMs) expanding their business model to include broader medical benefits, and em- ployers creating their own health consortia. Option value moves offer a more nuanced way for companies to approach the future. ese are low-risk, low-regret initiatives that preserve or afford companies the opportuni- ty to participate in new markets and devel- op new products. ey could include PBMs providing value-added services, such as tying reimbursements to the performance of high- cost specialty drugs, or retail pharmacies working with large employers to create near- site clinics, or employers considering forming their own consortia. As we noted at the outset, a great deal is still unknown about the intent and potential of the Amazon, JPMorgan Chase, and Berkshire Hathaway health consortium effort. But one thing is clear: All stakeholders in the health- care ecosystem need to ensure their business models are resilient and allow for timely re- sponses and the flexibility to evolve. Editor's note: is article was originally pub- lished with strategy + business. About the authors Jay Godla is an advisor to executives in the health and corporate and business strategy practices of Strategy&, PwC's strategy con- sulting business. Based in Chicago, he is a principal with PwC U.S. Igor Belokrinitsky is an advisor to execu- tives in the healthcare industry for Strategy&. Based in San Francisco, he is a principal with PwC U.S. Sundar Subramanian is an advisor to exec- utives in the healthcare industry for Strat- egy&. Based in New York, he is a principal with PwC U.S. Also contributing to this article were PwC managers Bhawna Sapra and Bharath Mamathambika, PwC director Henry Lamberth, PwC senior associate Merry Xiao, and PwC prin- cipals Gil Irwin and Vaughn Kauffman. n CHI Health CEO Dr. Cliff Robertson on the greatest misconception about CEOs By Leo Vartorella C liff Robertson, MD, is senior vice president of divi- sional operations at Englewood, Colo.-based CHI and CEO of CHI Health, the system's Nebraska/ Southwest Iowa Division. As CEO of CHI Health, he oversees 14 hospitals, 136 clin- ical locations and over 12,500 employees. Prior to joining the system in 2014, Dr. Robertson simultaneously served as interim CEO of Houston-based St. Luke's Health System and COO of CHI Franciscan Health in Tacoma, Wash. Dr. Robertson took the time to answer three key leadership questions from Becker's Hospital Review. Editor's note: Responses have been lightly edited for length and clarity. Question: Is it important for CEOs to have a public presence? Cliff Robertson: A public presence is critically important for a CEO. In fact, it was one of the biggest changes I expe- rienced when I transitioned from COO to CEO. I believe a CEO has an obligation to dedicate time toward community engagement because that leads to a public presence for the organization. I actively participate in the local Chamber of Commerce, am willing to meet with me- dia to discuss the issues of the day and specifically meet with business leaders. These gatherings are not only "meet and greets," but also give me an opportunity to share in- formation about our organization's strategic direction and initiatives. I also make a point of communicating with com- munity stakeholders directly through monthly updates and video blogs. All of these efforts can be valuable and are designed to create a more public presence for CHI Health. Q: What is the biggest challenge you face right now as a CEO? CR: The biggest challenge all CEOs face is explaining the "why" to front-line staff and clinicians. The considerable changes taking place in healthcare today and accompa- nying disruption create doubt about the future and anxiety for all of us in healthcare. I focus on helping our team understand "what" is changing and then the "why" behind the decisions we make as an organization. I learned a while ago the best thing I can do as CEO is help our team understand where we are going and at the same time answer the question: "What does this change mean for me?" Q: What is the greatest misconception people have about being a CEO? CR: I think some folks assume I make decisions all the time. I actually believe in the wisdom of groups. That includes having our front-line staff involved in deciding how best to resolve our organizational problems. I see my role as a facilitator of groups that have to "get their hands dirty" as they help us solve the many challenges we face. n