BUYLINE


C-Suite Magnifi cent 7


by Rick Dana Barlow


Rick Dana Barlow Senior Editor


During the last decade, healthcare provider organization C-suites have expanded with a variety of “new” titles that run parallel to several of the leading college football conferences that decline to change the numeral in their names to refl ect the bloat. Case in point: The Big 10 likely will consist of 18


teams next season once the smoke clears. Search the interwebs … or let AI do it for you and just take the credit (not the case here,


rest assured) … and you’ll see the variety of nebulously nuanced functions occupying valuable real estate – like the crème fi lling in a popular sandwich cookie – between the “C” of Chief and “O” of Offi cer. Believe it or not, you can fi nd more than 85 different combinations that can apply


to the C-suite of any healthcare provider organization – particularly those that crave publicity for creativity. Can you imagine how top-heavy an organization would be – unless they employed enough people underneath to keep the organization busily afl oat and humming – if it succumbed to the executive bloat? Of course, the post-pandemic labor shortages and staffi ng challenges likely would stuff a cork in that bottle anyway. Granted, a number of options could be regarded as synonyms, as they may share the same middle letter in the C-to-O equation and overlap in selected functionality. But are all those options really needed, particularly as healthcare provider organizations continue the quixotic quest of controlling, managing and reducing expenses? What if you could redesign and simplify the C-suite composition to refl ect more


of a bread-and-butter, meat-and-potatoes approach, eschewing the appetizers, hors d’oeuvres, desserts and petit fours of titles that have been added to the mix? What titles may comprise such an executive leadership team?


For starters, the C-suite can be organized around three major form factors driving the success of healthcare organizations everywhere: Customer service, healing/organic restoration and safety/security. Notice that generating income is not specifi ed – whether nonprofi t, not-for-profi t or investor-owned. Why? A breakdown in any of the three major factors essentially hampers income – particularly reimbursement designated as income on the balance sheet.


To carry out the three major form factors, an organization should need no more than a team of seven. They are: 1. CEO for Chief Executive Offi cer (oversees administration, HR, marketing/PR, engagement/experience, fundraising, etc.) 2. CFO for Chief Financial Offi cer (oversees fi nance, accounting, billing, budgeting and insurance, revenues and expenses, etc.) 3. CCO for Chief Clinical Offi cer (oversees all staffed and privileged clinicians, includ- ing doctors, surgeons, nurses and those in laboratory and imaging, etc.) 4. CLO for Chief Legal Offi cer (oversees all legal matters, including compliance,


governance, intellectual property, malpractice and diversity, equity and inclusion, etc.) 5. CTO for Chief Technology Offi cer (oversees all technology operational issues, including IT, informatics, biomedical, cybersecurity, etc.) 6. CQSO for Chief Quality and Safety Offi cer (oversees all quality and safety matters,


such as clinical and environmental sterility, which encompasses environmental/facility services, infection prevention and sterile processing; energy management (electricity, gas and water), recycling and sustainability, etc.) 7. CPO for Chief Procurement Offi cer (oversees sourcing, contracting, distribution, inventory, logistics, mailroom/print shop, resource utilization, value management, etc.) What’s notably missing? COO for Chief Operating Offi cer. While the responsibilities


for Nos. 5-7 may generally fall under the COO, and selectively the CIO, a healthcare provider organization may want to promote technology, quality, safety and procure- ment as standalone assets and attributes to reassure the community that it embraces their inherent value for population health.


Senior Editor Rick Dana Barlow can be reached at rickdanabarlow@wingfootmedia.biz.


4 October 2023 • HEALTHCARE PURCHASING NEWS • hpnonline.com


PUBLISHER


Group Publisher Matthew Raynor mraynor@endeavorb2b.com


EDITORIAL Editor-in-Chief


Janette Wider jwider@hpnonline.com (941) 229-0484


Senior Editor Rick Dana Barlow rickdanabarlow@wingfootmedia.biz


Senior Editor


Brenda Silva bsilva@endeavorb2b.com


Senior Contributing Editor Kara Nadeau ADVERTISING SALES


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East & West Coast Blake and Michelle Holton bholton@hpnonline.com (407) 971-6286


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ADVERTISING & ART PRODUCTION


Production Manager Ed Bartlett Art Director Tracy Arendt


Advertising Services Karen Runion krunion@endeavorb2b.com


Audience Development Laura Moulton lmoulton@endeavorb2b.com


EDITORIAL ADVISORY BOARD


Jimmy Chung, MD, MBA, FACS, FABQAURP, CMRP, Chief Medical Offi cer, Advantus Health Partners and Bon Secours Mercy Health, Cincinnati, OH; Joe Colonna, Chief Supply Chain and Project Management Offi cer, Piedmont Healthcare, Atlanta, GA; Karen Conway, Vice President, Healthcare Value, GHX, Louisville, CO; Dee Donatelli, RN, BSN, MBA, Senior Director Spend symplr and Principal Dee Donatelli Consulting LLC, Austin, TX; Hudson Garrett Jr., PhD, FNAP, FSHEA, FIDSA, Adjunct Assistant Professor of Medicine, Infectious Diseases, University of Louisville School of Medicine; Melanie Miller, RN, CVAHP, CNOR, CSPDM, Value Analysis Consultant, Healthcare Value Management Experts Inc. (HVME) Los Angeles, CA; Dennis Orthman, Consulting, Braintree, MA; Janet Pate, Nurse Consultant and Educator, Ruhof Corp.; Richard Perrin, CEO, Active Innovations LLC, Annapolis, MD; Jean Sargent, CMRP, FAHRMM, FCS, Principal, Sargent Healthcare Strategies, Port Charlotte, FL; Richard W. Schule, MBA, BS, FAST, CST, FCS, CRCST, CHMMC, CIS, CHL, AGTS, Senior Director Enterprise Reprocessing, Cleveland Clinic, Cleveland, OH; Barbara Strain, MA, CVAHP, Principal, Barbara Strain Consulting LLC, Charlottesville, VA; Deborah Petretich Templeton, RPh, MHA,Chief Administrative Offi cer (Ret.), System Support Services, Geisinger Health, Danville, PA; Ray Taurasi, Principal, Healthcare CS Solutions, Washington, DC area


CORPORATE TEAM CEO Chris Ferrell | President June Griffi n


CFO Mark Zadell | COO Patrick Rains | CRO Reggie Lawrence Chief Digital Offi cer Jacquie Niemiec


Chief Administrative and Legal Offi cer Tracy Kane


EVP (Medical & Healthcare Technology) Amy Mularski EVP Endeavor Business Intelligence Paul Mattioli


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