The market faces several challenges at the same time. Three key points for hospital management consultancy in India are the improvement of cost-effectiveness, the leadership quality and the integration of the various service providers into the processing responsibility.
Firstly, the hospital market is underfunded. The DRG system is designed to distribute the scarce resources to the various service providers as efficiently as possible. But it can no longer be distributed as is made available, and the mere provision of medical care is neither compensated nor regulated. Economically speaking, the cost of acute care is regulated by patients. The demand for medical care is growing; the personnel costs are rising steadily. On-site service providers need a basic understanding of remuneration and transparency about their cost and income situation to be able to bear their economic responsibility properly.
Secondly, the hierarchical management system, which has been set up for decades in the hospital sector, is increasingly reaching its limits. The young generation Y is no longer involved and withdraws from the grown system. For decades to work beyond the agreed working week, is a model that no longer works. The incentive of an overly attractive reward in the future, when “one has once managed it,” has been eliminated and thus a large part of the competitive pressure.
Today good organizational structures, training and development concepts are being promoted. But the question remains unanswered, which is opposed to the hierarchical leadership system. Many clinics are at the beginning, to deal with questions of the management qualification of their medical staff. Different management cultures in hospitals contribute differently to achieve sustainable organizational development in times of change.
From our point of view, central leadership competence is the empathy. Emphatic leadership and cultural change towards a team-oriented approach to leadership are the key factors for hospital management consulting company sustainable successful change projects. Promoting this requires the necessary fingertip feeling of the consultant.
Thirdly, integrated process management and the elimination of thinking in departmental and professional boundaries is a challenge. Within the scope of the medical care of a patient, countless people work hand-in-hand. The risk management systems of hospitals show that even small incidents or inconsistencies can accumulate to errors with an enormous scope.
Where people work, create errors. To reduce this systematically by clarifying responsibilities and through structured communication processes has a decisive impact on the quality of medical care. Where people are oriented and communicate with each other regardless of their hierarchical position, mistakes are reduced. But there is still a long way to go in hospitals.
What kind of training and know-how do applicants need to make a career in the clinic?
There is a long way to accompany clinics in the organizational development from the strategic concept to the process-oriented implementation. This calls for a constant curiosity and willingness to learn from the consultant, especially in the systemic context. First, a good armor is necessary. There is no way around for a sound training in the management of organizations. But the classic business management instruments should not be blindly familiar in terms of effectiveness.
