VALUE. DELIVERED.
Top 10 insights, oversights for leadership, succession planning
by Karen Conway T
he past 18 months have been chal- lenging for people around the world, but perhaps none more so than healthcare administrators, clinicians, executives, staff members and workers. What impact has the pandemic had on the healthcare supply chain workforce, and in particular, its leaders? Veteran healthcare supply chain consul- tant Jamie Kowalski recently completed another survey exploring the state of supply chain leadership and whether the talent and development pipeline of future leaders is adequate. In late July, Kowalski shared results of the survey as part of the 2021 Healthcare Supply Chain Leadership Forum presented by Bellwether League Foundation, which he co-founded 14 years ago and now serves as a member of its board. While it is impossible to share the sur- vey’s full insights in a single column, I highlight below what can be considered among the top fi ndings. These include a view into how the results have changed since the last survey, which was conducted fi ve years ago in , and where things have remained the same despite the pandemic, other signifi cant shifts driven by the move to a value-based healthcare system and fi nally whats new. First, a bit about the respondents. The majority hold positions at the Vice Presi- dent level or higher, with nearly half work- ing at systems with six to 20 hospitals, and another 30 percent at organizations with more than 20 hospitals.
What’s changed? 1. A little less seasoning. Over the past five years, there has been a notable reduction in the number of seasoned supply chain leaders. The number of respondents in leadership positions fi ve years or less has grown 2.5 fold, while those in leadership roles more than 20 years dropped by more than percent.
2. Lack of awareness. espite a signifi - cant percentage of supply chain lead- ers planning to retire within six years,
the percentage of executives aware of those plans dropped signifi cantly. notable 27 percent of executive level leaders were unaware of their supply chain leaders’ plans, compared to just percent fi ve years ago.
3. Ready, set, no? Of even greater concern is the fact that almost three times the percentage of supply chain leaders currently compared with doubt that the person they are mentor- ing to be their successor will be ready by the time they plan to retire.
4. Rent a leader. The past fi ve years has seen a three-fold increase in the num- ber of supply chain respondents who believe that contracting with a third party to fi ll the leadership role is a viable solution. maority of those responding said their group purchasing organiza- tion (GPO) would be a likely resource to fi nd that contracted leader.
What stayed the same? 5. A Master’s class. The percentage of supply chain leaders holding a mas- ter’s level education has remained rela- tively the same over the past fi ve years. new question asked this year revealed that more than three-quarters of supply chain leaders believe a master’s degree, and in particular, an B, is a require- ment for a supply chain leader.
6. Retirement planning. The length of time before today’s supply chain leaders plan to retire remained relatively the same, as in , when that percentage was 38%, the survey found.
7. On the job training. The time supply chain leaders believe it will take to fully prepare their chosen successor for the job remained relatively the same, with more than two-thirds saying 1-3 years.
What’s New The survey also compared the results of questions answered by both the C-suite executives and their supply chain leaders and found some interesting similarities and differences.
46 September 2021 • HEALTHCARE PURCHASING NEWS •
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8. Skills assessment . While supply chain leaders overwhelming believe leadership and management skills are more important than technical supply chain skills, when asked about specifi c skills, they still resorted to more sup- ply chain-specifi c capabilities, e.g., the application of supply chain technology and tools, value analysis and contracting. Executives instead keyed in on visioning, team leading and selling of the supply chain vision and strategy.
9. Character alignment. The two types of leaders – executive and supply chain – did align on traits, with both emphasiz- ing the personal character, e.g., ethics, integrity, accountability, along with the ability to see the big picture and drive results.
10. Write it down. Perhaps of most concern is that less than half of the respondents have a formal, written supply chain leader succession plan. The survey goes into further details on how the respondents believe it is best to train and develop future leaders, includ- ing how they can leverage both internal and external resources. Given the timing, the survey also goes into detail, including open ended responses, on how the respon- dents believe they and their supply chain partners performed during the pandemic and specifi c areas they are prioritizing for improvement. HPN
For more information on the survey, visit Bellwether League Foundation at
www.bellwetherleague.org.
Karen Conway works to advance the role of the supply chain as a critical enabler in the pursuit of a value-based healthcare system. As Vice President, Healthcare Value, for Global Healthcare Exchange (GHX), Conway explores how the supply chain and improved data qual- ity and visibility can support understanding of what increases value for patients and to those organizations that develop and deliver healthcare products and services. Conway also serves on the Advisory Council of Bellwether League Founda- tion. She can be reached at
kconway@ghx.com.
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