Posts in Rodney Reider
Are hospitals and provider health systems where innovation goes to die?

By Rodney D. Reider

Politicians, businessmen, and even housewives ask the questions: “Why is healthcare so complicated?” “Why can’t it be simpler?” 

They even demand: “I need care, tell me the price, and don’t make me wait so long.” 

Amazon knows me as a member of Prime and maintains my information securely in the cloud.  Amazon knows where I live with my saved data/information and then delivers to my house in three days or even less.  They know me.  “Why do I have to keep filling out the same paperwork at my hospital every time I arrive?  It is my regular appointment with my same doctor and the same office and hospital.  Why don’t they know me by now?” 

Apple has all those apps I can just download from the app store for service, education, entertainment or every day conveniences. 

“If physicians and hospitals are so sophisticated with all their expensive equipment, why can’t I just get an app to simply make an appointment, review my bill and pay utilizing PayPal?” 

“I’ll tell you what causes a real headache, trying to pay a bill after a stay at my hospital.” 

Finally, “Why can’t I just download my healthcare information and take it with me wherever I go?”

Industry-wide, we providers are internally focused on creating results; too often myopic in our approach.  Ongoing comparisons within the healthcare industry are continuous and judicial yet we restrict our world toward outmaneuvering only the local competitors; however, our patients are judging us by the expectations created outside of healthcare through their engagement in the broader world of technology and business.  As leaders of the Provider sector, we often carryout numerous discussions resulting in mediocre attempts, limited investment and a haphazard focus to lightly adjust our way into the next necessary realm of healthcare’s future.  Yes, some such as Banner, UPMC, Kaiser, and Providence are having an impressive innovative approach and positive impact, yet most, even if they have established Innovation Centers, provide limited capital and secondary support.

Customer expectations originate from numerous smaller entrepreneurs to the headline grabbing Amazon, Apple, Walmart, CVS-Aetna advancements.  Payers such as United continue multiple acquisitions generating a ground-breaking family of companies striving to buy, disrupt, create, and combine beyond the healthcare landscape’s meager approaches.  Forward thinking innovators and disruptors from biotech, pharma and technology are continuing to enhance their progressions.  Their actions will have renewing and lasting effects on every portion of our future healthcare business.

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Hats off to the standalone hospital CEO

Why I find Rural/Small/Stand-Alone-Hospital CEOs so Impressive.

By Rodney Reider

“Stand alone” hospital presidents provide a great deal to admire.   

I was the lead in a recent strategic retreat and the CEO was incredibly impressive as I watched her interact with her board, her physician leadership and her administrative team.  Once again it rekindled my awareness of how small hospital CEOs have to do it all.  They are the engaged in the community, lead in the facility, influence the physicians, head Human Resources, know all the staff by name and can even be involved in the revenue cycle, IT and compliance departments.

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In Praise of Corporate Tension

These words can immobilize the most courageous of hearts.  Many at the clinical sites believe corporate exists to disrupt and provide self-enhancement for the corporate individual making the demand.  The incoming request often appears as a consistent disruptor to the local individual who is focused on the hospital, clinic or community issues.  As a non-corporate individual, you are at the site addressing immediate and multiple priorities.  The demands can range from concerns for improving patient care, addressing colleague concerns or responding to the corporate enhanced financial issues to name just a few of the more common daily agenda items.  In fact, you may even be reacting to a situation affecting the greater importance (?) of your immediate supervisory interacting environment (i.e. keeping your local boss happy).  Whatever the corporate demand at the time, it can seem to distract from the work necessary to be successful at the site.  Furthermore, from the limited view in field, the request can sometimes make no sense as to its timing or priority except “Home Office needs it now.” 

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Resilience - Question and Answer

Re-posted with permission from HealthTechS3. Original article here.

As a sequel to our last blog on Resilience: The 5 Keys to Becoming a Resilient Leader written by our CEO, Derek Morkel of HealthTechS3, we provide a 2-part Q&A series of informative insights from two of our exceptional interim executive leaders, on the true grit, perseverance and resilience they’ve had to demonstrate through their professional working careers as leaders.

Rodney Reider has a rich history of 25 years’ healthcare industry experience, having worked across various boards and with physicians, employees, and the community to strengthen core services to customers. As a strategic, enthusiastic, and accomplished leader he has mastered the ability to identify and draw upon team members’ strengths in order to optimize performance and face any challenges to reach a common goal.

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