Healthcare Reform Creates More Slots in the C-Suite

John Commins, for HealthLeaders Media , October 28, 2013

Polhemus says many of the CSO are coming to healthcare from outside industries and are not afraid to challenge basic assumptions and standard operating procedures. "They have much more of a for-profit mindset as far as what is true strategy," she says.

"They don't understand healthcare and so they are able to ask questions and poke holes and look at things differently where healthcare leaders traditionally have not."

Polhemus says C-suite status is critical for the success of a strategy executive. "They should be the CEO's right-hand person because together they are helping to drive innovation and growth and where the organization is going in the future," she says. "So to be a few layers down wouldn't have that influence."

Experience Matters
Chief experience officers usually have a clinical background, which winnows the selection process considerably. However, Polhemus says many CSOs come are MBAs and MPHs who come with backgrounds in consulting.

"But it's not necessarily about the credentials or education. It's about the experiences they have had and the organizations they have been a part of and whether or not the organization they are looking to move to values what knowledge and skills and experience they have," she says.

John Commins is a senior editor with HealthLeaders Media.

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1 comments on "Healthcare Reform Creates More Slots in the C-Suite"

sandra young (11/2/2013 at 4:21 PM)
The article was physician centered. Why can't some of these slots in the C-site be filled by nurses with MBAs and MHAs? Nurses are at the forefront of patient care and often are the individuals who also impact health care delivery. They work and interact in the clinics and health care settings of specialized populations. They are the change agents. Who better than nurses can develop strategies that will impact how health care is delivered. Just as we can put on our CEO can we wear the hat of a Chief Experience Officer.




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