2017 SHSMD Executive Dialogue

February 21–22, 2017 | Westin Kierland Resort | Scottsdale, Arizona

WHO SHOULD ATTEND | LEARNING OBJECTIVES | PROGRAM SCHEDULE | SPEAKERS | HOTEL & TRAVEL

 

 

Join your colleagues for the exclusive SHSMD EXECUTIVE DIALOGUE: LEADING CHANGE, an interactive seminar with in-depth dialogue for healthcare strategy and marketing leaders.

Healthcare strategy and marketing leaders must stay ahead of the changing landscape, frame issues for their senior teams, CEOs, and trustees, ask provocative questions, and move organizations to action. Join this intimate gathering of strategic leaders for an in-depth, collaborative exploration of effective approaches to change leadership in healthcare.

Engage with your peers, and learn first-hand from featured speakers whose organizations have successfully undergone significant changes, such as:

  • Implementation of bundled payments
  • Care model transformation
  • New or unconventional affiliations
  • Large-scale merger or acquisition
  • New service and/or retail strategy
  • New infrastructure or organizational structure

Understand the complete picture of how these leading organizations executed and managed change, and gain insight into how factors such as culture, engagement, brand, and systems played a key role in achieving the new direction.

Because the SHSMD Executive Dialogue is designed to provide participants with extensive opportunities for discussion with speakers and peer-to-peer exchanges with colleagues, registration will be limited and available on a first-come, first-served basis. Registration includes all meeting materials and scheduled meals.


Who Should Attend

This program is specifically designed for senior-level strategic executives in healthcare organizations with responsibility for functions such as strategic planning, business development, marketing, communications, public relations, or physician relations.

Attendees are encouraged to bring other members of the senior management team, such as their chief executive officer, chief operating officer, chief medical officer, chief innovation officer, human resources officer, or chief financial officer.


Learning Objectives

  • Critically consider major changes in healthcare and explore implications for healthcare strategy professionals.
  • Examine in-depth, significant organizational imperatives and the role strategic leaders play in effective planning, implementation, and execution.
  • Gain new insights into the expertise and approaches that will lead to personal and organizational success through open dialogue with recognized experts, along with peer strategic leaders.

Presentations

Session I • LEADING CHANGE IN HEALTHCARE ORGANIZATIONS
Todd D. Jick, PhD, Columbia Business School

Leaders living in the midst of changing organizations and industries face numerous challenges to survive and thrive. And healthcare is certainly among the most turbulent industries, requiring formidable leadership skill to manage the complex and ever changing forces of change. As healthcare organizations seek ways to be nimble and adapt, the ability to lead organizations and people through this journey will continue to be at a premium. The challenge is not only to determine vision, mission, and strategy but also how to implement and execute that vision. Turning vision and strategy into action while constantly addressing needed changes and unwanted forces presents a laundry list of tactical challenges including communication, project management, motivation, and leadership acumen.

Drawing on examples and experiences from 35 years of research and experience, Dr. Jick’s presentation focuses on some best-practice tools and techniques for communicating, organizing, and leading change efforts. While leaders like to declare victory at setting the vision and declaring “just do it,” the real leadership work requires focusing on understanding and shaping the change process, the change motivation, and overcoming the change resistance. How can this be skillfully and systematically handled? The session will present a framework highlighting the dos and don’ts for skillful change leadership and offer some tips for addressing how to launch changes, mobilize commitment, align organizational processes, and sustain change…while anticipating and planning the next set of changes!

 

Session II • LEADING CHANGE: THE EVOLUTION OF STRATEGY AT BANNER HEALTH
Peter S. Fine, FACHE, President and CEO of Banner Health

The impact of environmental issues on strategy can be great, and requires a practical response from an organization. Organizations often experience disruption and disarray due to new mergers, acquisitions, or environmental issues. Effective change leadership requires a sharp focus and clear communication of the future vision to achieve alignment. Through the lens of an organization that completely transformed over time, explore the key role of strategic thinking in the successful realignment of strategy amidst significant change and conflict. Learn how the CEO of Banner Health encouraged progressive thinking and aligned stakeholders with diverse interests by initially building a foundation of understanding of a clear, simple vision, followed by increasingly strategic steps to affect significant change. 

Session III • LEADING CHANGE: VALUE BASED CONTRACTING TO SUPPORT POPULATION HEALTH
Stephen Rosenthal, Senior Vice President, Population Health Management, Montefiore Health System

The definition of change is “constant movement.” Today, leaders are challenged to constantly move as they plan for population health and must do so from a value-based contracting perspective.  Value-based contracting and changes in government reimbursement require assumption of greater risk that drives organizations to different forms of payment. Once leaders understand the challenges of risk-based and value-based contracting, they can develop and implement a portfolio to maximize reimbursement, and build an infrastructure to support it. In this session, challenge your thinking about new business development and key priorities from a population health perspective. Consider how marketing and communications will differ to coincide with new business development. Learn how changes at Montefiore led to less of a transactional care focus to a continuum of care delivery, with responsibility and accountability beyond traditional settings.


Special Sponsor Segment • LEADING CHANGE: LESSONS ON CONSUMER-DRIVEN HEALTHCARE
Andrea Pearson, Executive Vice President and Chief Marketing Officer, Healthgrades

Digital marketplaces have set a high bar in meeting consumer expectations for the delivery of healthcare. Consumers expect transparent access to information, new tools, and innovative support to help them navigate critical healthcare decisions. Learn about organizational changes required to navigate and maintain leadership in a fast-changing healthcare marketplace.


Program Schedule

Tuesday, February 21
9:30 am     Registration & Check-in
10:00 am   Welcome & Program Overview
10:15 am   Session I: LEADING CHANGE IN HEALTHCARE ORGANIZATIONS by Todd D. Jick, PhD
11:15 am   Dialogue I
12:15 pm   Lunch
1:30 pm     Session II: LEADING CHANGE: THE EVOLUTION OF STRATEGY AT BANNER HEALTH by Peter S. Fine, FACHE
2:30 pm     Dialogue II
3:30 pm     Break
4:00 pm     Summary of the Day
4:30 pm     Adjournment
5:00 pm     Networking Reception

Wednesday, February 22
7:30 am     Breakfast
8:00 am     LEADING CHANGE: LESSONS ON CONSUMER-DRIVEN HEALTHCARE by Andrea Pearson
8:30 am     Session III: LEADING CHANGE: VALUE BASED CONTRACTING TO SUPPORT POPULATION HEALTH by Stephen Rosenthal
9:30 am     Dialogue III
10:30 am   Break
10:45 am   Strategic Exploration of Case Scenarios
11:30 am   Discussion
12:00 pm   Summary and Wrap Up
12:30 pm   Adjournment / Box Lunch


Speakers

Todd D. Jick, PhD, Columbia Business School

Todd D. Jick is beginning his second decade on the faculty at Columbia Business School. He has an MS and PhD from Cornell in organizational behavior. He was a professor at the Harvard Business School for 10 years and a visiting professor of organizational behavior and human resource management at INSEAD and London Business School.

Dr. Jick is a leading expert in leadership and organizational change. He has had a long career of both academic and consulting work in this field. He coauthored Managing Change, the leading textbook in the field for the last 15 years, and his cases have been among the top sellers in Case clearinghouses. He has been actively involved in executive education, off-site and conference facilitation, and consulting in areas such as leadership, strategic planning, executive coaching, organizational change and transformation, values-based management, service management, and human resources management.

 

Peter S. Fine, FACHE, President and CEO of Banner Health

Peter S. Fine was appointed president and CEO of Banner Health in 2000, helping it become one the nation’s largest nonprofit health systems. Banner Health, based in Arizona, has been recognized by Truven Analytics as one of the top five large health systems in the United States. Fine’s leadership has earned many distinctions from prestigious organizations, including a spot on Modern Healthcare’s list of the 100 Most Influential People in Healthcare.

Prior to taking the helm of Banner Health, Fine was executive vice president and chief operating officer of Milwaukee, Wisconsin-based Aurora Health Care, a large integrated system serving eastern Wisconsin. Before that, he served as president of Aurora’s West Allis Memorial Hospital, president and CEO of Grant Hospital in Chicago, senior vice president of operations at Northwestern Memorial Hospital in Chicago, and assistant administrator of Porter Memorial Hospital in Valparaiso, Indiana.

Fine earned a master’s in health care administration from George Washington University. He is a fellow of the American College of Healthcare Executives and member of the American Hospital Association, Health Management Academy, and Greater Phoenix Leadership.

 

Stephen Rosenthal, Senior Vice President of Population Health Management, Montefiore Health System

Stephen Rosenthal has worked in the Montefiore system in New York for more than 25 years and was part of the strategic team that originated and organized Montefiore Care Management. He has served as its president and chief operating officer since its beginnings. He was also responsible for organizing Montefiore's 23 clinical academic departments into a successful facility practice plan and played an important role in the restructuring of the medical center into an integrated delivery system. Rosenthal has a master’s in business administration from Pace University, as well as a Master of Science and Bachelor of Arts degree in speech from Brooklyn College.


Facilitator: Burl Stamp, FACHE, President/Founder, Stamp & Chase, Inc.

With broad-based experience working alongside healthcare professionals from the boardroom to the bedside, Burl Stamp has helped major health systems, academic medical centers, and community hospitals improve bottom line, patient experience, staff engagement, and patient safety results. Prior to launching Stamp & Chase, Stamp served several leading healthcare organizations in executive roles. As president/CEO of Phoenix Children’s Hospital, he spearheaded development of the first comprehensive, freestanding healthcare campus in Arizona dedicated to pediatrics. He developed the first strategic planning and marketing department at St. Louis Children’s Hospital and led pediatric service line development for BJC Healthcare/Washington University Medical Center. Stamp is the author of The Healing Art of Communication, a healthcare professional’s guide to improving communication. He is a frequent speaker on communication, leadership, organizational culture, and business development strategy in healthcare organizations.


Andrea Pearson, Executive Vice President and Chief Marketing Officer, Healthgrades

Andrea directs Healthgrades consumer product strategy, as well as its website and mobile operations, including traffic acquisition, product development, user experience, editorial content development, publishing and analytics. She joined Healthgrades in December 2008. Prior to Healthgrades, Andrea was Vice President and General Manager of MapQuest.com.


Hotel and Travel

Hampton Inn & Suites (Shuttles will be available to the Westin Kierland)
16620 North Scottsdale Road
Scottsdale, Arizona

For reservations call: 480-348-9280

 

ROOMS SOLD OUT Westin Kierland Resort
6902 East Greenway Parkway
Scottsdale, Arizona


The Society for Healthcare Strategy and Market Development (SHSMD) is authorized to award up to 6 hours of pre-approved ACHE Qualified Education credit for this program toward advancement or recertification in the American College of Healthcare Executives.

Members, download the summary reports from previous years:

Leading Change: Lessons on Consumer-Driven Healthcare Andrea Pearson,executive vice president and chief marketing officer, Healthgrades