That once might have been the case. But in many of the organizations with whom I chatted for my story, much of the reorganization results in placing physicians in positions of responsibility and power in the organization, where once they might have had big voices but little accountability on the business rationale for what they were arguing for.
No one understands the importance of data better than a physician, so it's a little ironic that hospitals were pushing physicians to follow evidence-based treatment guidelines and protocols while eschewing that philosophy in the purchase of drugs, equipment, technology, labor and other myriad expensive things any healthcare facility must purchase.
For instance, today's CMO is much more than a guy who's popular with all his physician friends. Instead, he or she is a voracious consumer of evidence. That's not just on treatment guidelines, it's also in determining where to put the latest imaging machine or whether it makes sense to buy it. In the past, equipment might have gone to a hospital that was conveniently located near a high-volume physician who would be using it, regardless of the market's need for it, or the ability of system-wide scheduling to avoid unnecessary delays.
Many hospital systems in the past have been systems in name only. Essentially there's a small core group of professionals at corporate headquarters, but individual executives at the local level made virtually all decisions regarding their facilities independently. That model appears to be going the way of the dinosaur. In any case, it's time to start thinking about how your system is going to change to meet the new realities, which are lower reimbursement and higher accountability.
Are you looking for ways to meet that challenge with new voices, new organizational structures and new protocols? If not, you should be. The leaders are.