By Craig Lack
Everything in healthcare is undergoing change. Companies must also change — they must change the strategy, tactics and people involved in their decision-making process.
The C-suite understands this better than anyone. They know that in today’s economy taking measured risk is essential for profitable growth. Yet many of them have assigned the responsibility of healthcare business strategy to managers who keep their feet on the brakes, repeating why change is risky every year. That’s why today, in a post-Affordable Care Act world, the strongest C-suites are advocating change for better healthcare strategies, not just safe ones.
Taking Your Foot Off the Brake
One way to do this is to get the C-suite more involved in setting the business strategy direction for corporate healthcare. They need to evaluate the risks associated with the many healthcare opportunities they are facing. One of the first steps in doing so is distinguishing between healthcare risks that can be managed and risks that should be avoided. Avoiding unnecessary costs – like healthcare claims – is where value is created.
Pop quiz: Do you think the benefits manager hires a broker/consultant that challenges fear of change, or supports the status quo?