Academic health systems continue to grow through M&A but don't always integrate new entities as well and as quickly as hoped, write Kim Smith, Mike Anderson, M.D., and Dick Nesto, M.D.

Why It Matters: A major merger or acquisition (or series of them) is an opportunity for an organizational re-evaluation, and for its board to reconsider its model of governance. 

Leaders in academic medicine were trained to remain neutral and emotionally detached, reinforced by Osler’s “Aequanimitas”. A new approach is needed today, write Valerie Weber, M.D., and Christy Pearson, Ph.D.

Why It Matters: Leaders must evolve and prioritize authenticity or risk failing to meet the expectations of colleagues and requirements of their roles. 

New WittKieffer Of Counsels Andy Bean, PhD, and Dan Flynn, PhD, track the evolution of VPR and Chief Scientific Officer roles and the expertise and skills required for success today. 

Why It Matters: Research leaders have much more robust roles than in the past, requiring institutions to recruit individuals with high EQ and evolved skill sets. 

Dr. Larson, leadership development expert at UAB Health and Heersink School of Medicine, shares insights with Vinny Gossain about good leaders becoming great . . . and sustaining their success.

Why It Matters: Institutions should foster of culture of sustained success across their leadership teams.

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Best wishes for the remainder of the Winter!

The WittKieffer Academic Medicine Team