HR is no longer just about managing people—it’s about shaping the future of work. Jens Baier, BCG’s HR transformation expert, discusses how AI and shifting employee expectations are forcing companies to rethink talent strategies. From re-recruiting to upskilling employees, HR must adapt to a rapidly changing landscape. Learn More: Jens Baier: https://on.bcg.com/41ca7Gv BCG on People Strategy: https://on.bcg.com/3QtAjro Decoding Global Talent: https://on.bcg.com/4gUC4IT…
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Nadeem Kazi, MD, President of Arizona Medical Association and Practicing Gastroenterologist and Independent Private Practice Founder-Owner
Manage episode 433996997 series 3498608
Contenido proporcionado por SpringParker. Todo el contenido del podcast, incluidos episodios, gráficos y descripciones de podcast, lo carga y proporciona directamente SpringParker o su socio de plataforma de podcast. Si cree que alguien está utilizando su trabajo protegido por derechos de autor sin su permiso, puede seguir el proceso descrito aquí https://es.player.fm/legal.
What he does: Dr. Kazi is the President of the Arizona Medical Association. Dr. Kazi is also a practicing gastroenterologist and independent, private practice founder-owner in Casa Grande, Arizona. In his role as President of the Arizona Medical Association, Dr. Kazi works with local, state, and federal government officials as well as local, state, and national organizations on various issues that impact independent physicians.
On risk: "Number one issue is the lack of providers, physicians, nurses, paramedical staff throughout the country, and we are behind, especially in the rural area. We don't have specialists, we don't have even primary care. And the biggest problem that I am seeing is the lack of private practices. Private practice is dying away. So that's a big risk that I see lack of provider and private practice slowly, gradually diminishing in the whole country … Lack of patient physician relationship and that's a big risk that I see in medical practice these days. If you don't have a relationship with patient, it's very difficult to manage chronic disease … If something negative outcome is there, what happened, you have to take a proper, appropriate action for that negative outcome. Negative outcome is always there in medical practice, but it's how you approach them, how you solve them, how you resolve them that's the key."
32 episodios
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Contenido proporcionado por SpringParker. Todo el contenido del podcast, incluidos episodios, gráficos y descripciones de podcast, lo carga y proporciona directamente SpringParker o su socio de plataforma de podcast. Si cree que alguien está utilizando su trabajo protegido por derechos de autor sin su permiso, puede seguir el proceso descrito aquí https://es.player.fm/legal.
What he does: Dr. Kazi is the President of the Arizona Medical Association. Dr. Kazi is also a practicing gastroenterologist and independent, private practice founder-owner in Casa Grande, Arizona. In his role as President of the Arizona Medical Association, Dr. Kazi works with local, state, and federal government officials as well as local, state, and national organizations on various issues that impact independent physicians.
On risk: "Number one issue is the lack of providers, physicians, nurses, paramedical staff throughout the country, and we are behind, especially in the rural area. We don't have specialists, we don't have even primary care. And the biggest problem that I am seeing is the lack of private practices. Private practice is dying away. So that's a big risk that I see lack of provider and private practice slowly, gradually diminishing in the whole country … Lack of patient physician relationship and that's a big risk that I see in medical practice these days. If you don't have a relationship with patient, it's very difficult to manage chronic disease … If something negative outcome is there, what happened, you have to take a proper, appropriate action for that negative outcome. Negative outcome is always there in medical practice, but it's how you approach them, how you solve them, how you resolve them that's the key."
32 episodios
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In this episode of The Risky Health Care Business Podcast, Scott Nelson discusses the concept of emerging risk within the health care industry—risks that are new, evolving, or not fully understood. Emerging risks differ from legacy (or traditional) risks, as they are less known, less predictable, and often require new and innovative strategies for management. The episode emphasizes the importance of proactive risk assessment, scenario planning, and fostering a culture of resilience and adaptability to effectively manage emerging risks. Copyright 2024 SpringParker…
In this episode of The Risky Health Care Business Podcast , Scott Nelson discusses the fragility of the U.S. health care supply chain, which plays a vital role in ensuring timely, efficient, and quality care and performance across the dental, medical, and veterinary sectors. The US health care system and supply chains were tested and vulnerabilities exposed during the COVID-19 pandemic. Hurricane Helene and the dockworker strike are another test showing what was learned from the COVID-19 pandemic. Copyright 2024 SpringParker…
What he does: Dr. Clark is a Professor of Labor and Employment Relations at Penn State University where he regularly teaches undergraduate and graduate courses on employment relations. His research has focused on employment relations in U.S. healthcare, with interests including unions, union organizing, collective bargaining, labor-management partnerships, and labor-management relations in healthcare. His research has appeared in the leading scholarly journals in industrial and labor relations, applied psychology, and international labor issues. He is the author or editor of six books about unions and collective bargaining; and has worked on training programs and research projects for over fifty national unions, and many local and regional unions. On risk: "Workers don't bring in a union to wreak havoc and make a hospital or a clinic work less well. They want to have a greater voice in how care is delivered. Administrators have a tough time with that, because they've largely been taught that they're in charge. They're the ones that make decisions, but by giving up a little bit of that control, there really can be great benefits … Management still has to decide, or gets to decide, what its positions will be in bargaining. If they don't come to agreement, however, then unions do have the right to strike. A strike is a pretty traumatic thing, and that's part of the collective bargaining process that doesn't exist when unions aren't present in a workplace … Collaboration on a large scale can work. There are other smaller hospitals and smaller medical centers I've worked with, and we do see really, really positive results from that, because workers see their role as not just doing what they're told, but always looking at how they can make the workplace better. And they know that if they see something that can be improved on, there are mechanisms to talk about what's going right, what isn't, what ideas do people have, and then there's a mechanism where they work together as equals to try to decide whether to implement things, and then they measure them afterwards to see if they've had positive results."…
Highlights of recent headlines from the U.S. Department of Health and Human Services (HHS) and their potential risk considerations Copyright 2024 SpringParker
1 Nadeem Kazi, MD, President of Arizona Medical Association and Practicing Gastroenterologist and Independent Private Practice Founder-Owner 35:42
What he does: Dr. Kazi is the President of the Arizona Medical Association. Dr. Kazi is also a practicing gastroenterologist and independent, private practice founder-owner in Casa Grande, Arizona. In his role as President of the Arizona Medical Association, Dr. Kazi works with local, state, and federal government officials as well as local, state, and national organizations on various issues that impact independent physicians. On risk: "Number one issue is the lack of providers, physicians, nurses, paramedical staff throughout the country, and we are behind, especially in the rural area. We don't have specialists, we don't have even primary care. And the biggest problem that I am seeing is the lack of private practices. Private practice is dying away. So that's a big risk that I see lack of provider and private practice slowly, gradually diminishing in the whole country … Lack of patient physician relationship and that's a big risk that I see in medical practice these days. If you don't have a relationship with patient, it's very difficult to manage chronic disease … If something negative outcome is there, what happened, you have to take a proper, appropriate action for that negative outcome. Negative outcome is always there in medical practice, but it's how you approach them, how you solve them, how you resolve them that's the key."…
1 Laura Coordes, Professor of Law, Sandra Day O'Connor College of Law at Arizona State University 36:35
What she does: Professor Coordes is a Professor of Law at Arizona State University's Sandra Day O'Connor College of Law in Phoenix, Arizona. Her research focuses on bankruptcy and financial distress and includes commercial law, large corporate reorganizations, international and comparative insolvency law, and local government finance and policy. She teaches Chapter 11 Bankruptcy, Advanced Bankruptcy, Secured Transactions, and Contracts. Professor Coordes is on the board of the American Bankruptcy Law Journal, a member of the American Bankruptcy Institute, and has presented her work and perspectives nationally, including The Wall Street Journal, Yahoo! Finance, and Bloomberg Law. On risk: "It's important to be looking at the bigger picture, the industry pressures, the interconnectedness of the whole industry, and some of the big challenges that the industry as a whole is facing to try to figure out, okay, how can we really create some stability in health care … Indicators or factors can really impact and pressure the market, and in turn, can then impact and pressure individual health care businesses … Distress or closure of a health care business can cause ripple effects. So even if, on a narrow level, a particular health care business is doing fine, that could change fairly quickly, depending on what's going on in the nearby area or in the industry as a whole. And so I think if you're running a health care business, you have to be concerned, of course, about your own business and its financial health, but also about what's going on and with the other health care businesses in your area … What's challenging for an individual health care business, there's so much that you have to take into account that is outside of just the four walls of your own business."…
1 Beverly Wilburn, DAADOM, Office Manager at Karl A. Smith, DDS, LLC Periodontics and Implants 39:33
What she does: Beverly is the office manager of Karl A. Smith, DDS, LLC Periodontics and Implants, a multi-site practice with locations in Virginia and Maryland. In addition to managing the practice full-time, she serves as an expert of dental business practices and standard of care in practice administration systems for several law firms across the US. She has provided expert witness testimony on behalf of the prosecution and defense at both the State and Federal level. Beverly is a Diplomate and Lifetime Member of the American Association of Dental Office Management (AADOM) and awarded the 2022 Dental Practice Administrator of the Year and is a recipient of a Denobi Award. She is the founder of Dental Spouses in Business™, the Executive Director for the Virginia Society of Periodontists, chapter president of AADOM's Dental Spouse Business Network as well as a member of three local chapters, and serves on the board for Dental Entrepreneur Woman. On risk: "Risk is a possibility. It's not a fact. Risk is a thing, it's a factual thing. It's a possibility of something happening. And I think people have to remember that. A lot of people, when they hear the word risk, they assume it has some kind of negative connotation around it, and it really just means that we need to protect ourselves. It's a possibility that something could happen and we need to be aware of it. It's an awareness around situations that can happen, and it's a bringing to the forefront, a thought about making sure that we protect ourselves … When you're thinking about why do I have to be concerned about risk? It's ultimately because you want to protect your practice. You want to have longevity of the practice. If the practice doesn't survive, we now can't help people and help more patients … Part of the risk, part of where that comes to risk, is now we are having an access to care issue … Awareness is obviously number one, awareness of what risks can be, if things are in line and everybody's ducks are in a row and things are proceeding on, and you've got a good system in place, even when something does adversely happen, it's almost foolproof. You have the resources at your fingertips. You know what to do, when to do it. You're prepared and it helps to simplify knowing that risk is always going to be there. It simplifies the process when something does happen"…
Mid-year assessment of risk areas and topics from 2024 Risk Outlook. Copyright 2024 SpringParker
What he does: Kal is the Chief Administrative Officer at Oregon Health and Science University in Portland, OR and has over two decades of experience in health care, including 15 years in a combination of leadership roles on both the payer and provider side. At OHSU he is responsible for serving Medicaid members in the Portland Metro region and as the administrative lead for the MSO in the Office of OHSU Payer Strategy, serves clinicians in a Clinically Integrated Network participating in an MSSP ACO and various Medicare Advantage and commercial value-based care arrangements. On risk: "Risk is one of those things that, especially underwriting risk for a population, that somebody has to take the risk, right? It's either the payer or the provider, or maybe potentially even the member, unknowingly … Sometimes it can be like a hot potato. People want to pass it around to somebody else and let them manage it. But I think the reason it's important to prepare for managing risk as a healthcare provider is that the days of being able to get your fee for service increases and the payer just leaving you alone those days are behind us. As a provider, you're not able to afford to not pay attention to this anymore … Preparing for it is probably the best way to go, instead of hiding your head in the sand and delaying it and prolonging it, because I see the danger is that if you prolong your preparation for this, for managing risk as a provider, you'll get to a point where a more advanced model would be imposed on you, and you may not have a choice, and you would be ill-prepared for managing that risk at that point."…
What she does: Karen is an occupational health and safety expert in the health care industry with over two decades' experience helping medical, dental, and professional offices with safety, infection control, and compliance systems. She began career in the emergency department at Ohio Health's Riverside Methodist Hospital and then served as the assistant director of sterilization monitoring for the Ohio State University College of Dentistry before becoming it's health and safety director and now works with health care professionals and entities across the US. She has authored articles and CE courses on safety in dentistry and is an authorized US Department of Labor OSHA trainer as well as an active and current member of the Organization for Safety, Asepsis and Prevention, and CDC Dental Infection Control. On risk: "There's the risk of receiving citations and those inspections are public information. I can do a quick search and tell you all the medical practices that were inspected by OSHA so it's public information sometimes that lands you on the evening news, too. That's another thing as well is your reputation is at stake. I look at it from not just the immediate impact of it, but what are some of those indirect and also long term implications of not adhering to OSHA requirements too so there's that association with the risk … When people are assessing their practices, looking for the not so obvious, really thinking, be forward thinking, look for the things that is there a possibility this might occur? What can we do to prevent that now? The risk is low, but it's never a zero … People look at it from this very broad brushstroke. They're doing annual training and I always tell people you're doing a great job of addressing the more obvious things, what I want you to do is look for the not so obvious."…
What he does: Esmond is the Chief Information Security Officer of Steward Health Care and has over two decades of experience leading IT and security programs and safeguarding vital sectors in multiple industries. At Steward, Esmond’s focus has been on transforming Steward's approach to information practices security, threat and risk management to comply with industry frameworks, and regulations and best practices. Prior to Steward, Esmond was Deputy Chief Information Security Officer at Partners Health Care working with executives and advisors on cyber security and business practice. Esmond has held multiple IT and security roles, including at institutions like Harvard University and Mass General Brigham, and he also serves on the advisory boards of multiple companies, providing valuable insights on cyber matters, ensuring secure IT operations, regulatory compliance, and resilient design. On risk: "Risk is pervasive and it's across the continuum of the delivery of health care … Health care is all about securing the patient. It's all about making sure that we lower any risk on the patient privacy being impacted, the safety of the systems that we're putting in front of those patients. But also in this modern era we have to be very aware of the potential attacks on corporations on health care … Something relatively benign, like a medical device that you're plugging into a patient, you can magnify the risk associated with it because some of those medical devices require updating, they require securing, they're also storing sensitive information … We need to know where our data is, we need to know how our assets are managed … Ultimately, what you're trying to do is to measure that risk and make sure that it maps to your organization's risk appetite. And you're trying to mediate, you're trying to take what could be a high risk and what you're left with from a residual perspective, after you put some effective controls in play, it becomes much less of a risk."…
What she does: Kim is a partner at Dickinson Wright in Michigan and Chair of Dickinson Wright’s Healthcare Litigation and Telehealth Task Forces. Kim has over 20 years’ experience as a commercial litigator who represents healthcare providers, insurers and benefit plans in healthcare contract litigations (including enforcing and defending non-compete agreements), licensing and regulatory disputes, governmental fraud and abuse investigations, HIPAA compliance counseling, and insurance claims and coverage disputes. On risk with noncompetes: "The individual provider doesn't want to be limited from performing his or her clinical services anywhere that they want. But the main objective, I think, from the employer side is to protect intellectual property, patient lists, confidential information, business strategy, and even just depending on the employer if there is any kind of financial investment in the physician with respect to training, or sign on bonus, or payment of continuing ed expenses. So where the employer is putting additional money into and as an investment its employees it wants to protect that investment … There's a decision, a business decision, to be made. Is the hospital going to file a lawsuit and sue its former physician. And then there's legal risk in that, there's financial risk in that, and there's the public relations risk in that. So there's certainly that thinking does come into play when considering the risk of litigation with a noncompete"…
What she does: Dr. Wiens is a senior fellow at the University of Pennsylvania, director of the Penn Master’s in Medical Education Program and the Penn Health Professions Education Certificate Program, and academic director of the PennCLO Master’s Program, as well as teaching various graduate-level and executive-format courses. Dr. Wiens is also co-founder and chief research officer of Big Sky Leadership Labs, where she leads and conducts evidence-based research on executive performance, emotional intelligence, burnout, and resilience. She has designed and delivered over 2,000 leadership development programs focused on helping leaders build and leverage their emotional and social intelligence to amplify their positive impact and protect themselves from burnout. Her work has been featured in the Harvard Business Review as well as published in her book "Burnout Immunity". She is also a sought-after international speaker. On risk: "It's [speaking about burnout] absolutely a risk to individuals. The effects of burnout aren't just psychological, they're physical as well. They also affect our ability to learn and adapt, and burnout affects our relationships, burnout affects our performance. Take performance, for example, there are studies that clearly show a relationship between burnout and patient experience. Other studies that show relationship between burnout and medical errors. There's a direct correlation between physicians who are burned out and higher medical error risks. And then of course, there are risks to organizations as well, lost productivity or lower productivity, more sickness days, higher turnover, and patient experience scores. You name it. If you look at different metrics that health care organizations are measuring, you can if you look really closely, you can tie those to a physician's well-being, whether it's burned out or they're engaged." Copyright 2024 SpringParker…
A review of actual risk incidents from around the US that made public news Copyright 2024 SpringParker
What he does: Mark is the Founder & CEO of Animal Policy Group and a long-time political strategist, government regulatory advisor, corporate executive and former litigator. Mark focuses his advocacy practice on providing high-level strategic advice and services to clients with needs at any level of government, and key trade/industry associations in the U.S., Canada, and Mexico. Mark specializes in animal health, animal welfare, veterinary and veterinary educational issues and accreditation, developing a cutting-edge practice across these sectors. He currently leads several industry coalitions and initiatives, and has guided successful accreditations for a growing list of veterinary colleges, and is co-founder of the Veterinary Virtual Care Association. Mark is also a published author and frequent speaker at veterinary medicine and other animal policy-related conferences. On risk: "There's an acute issue with access to care that affects pet owners in terms of the risks they have with their pets, that they can't get medical advice. But it affects practices themselves and individual veterinarians because most clinics are severely understaffed … Risk plays out often in terms of not doing enough rather than making a mistake and doing something you're not allowed to do. But that's critical, that's just kind of table stakes. If you own a clinic, if you hire people, if you hold yourself out to the public, you can care for their pets you need to know what you're legally able to do and not do … You can play an invaluable service and minimize risk and attack this [access to care, workforce shortage] problem if you can provide care by video, phone, and audio at home. And you now provide potential clients with resources. 70% of all calls to telemedicine veterinarians or telemedicine veterinary nurses solve the problem. And you're not required to go into a clinic which means you don't add to the burden on an overstressed, understaffed veterinary team. That's another way of managing risk." Copyright 2024 SpringParker…
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