1.
Copyright © 2016 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
The healthcare CEO gets a
new job

2.
In a healthcare industry undergoing
foundational transformation, healthcare
provider CEOs and leadership teams are
being challenged to adapt.
Copyright © 2016 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

3.
82%
of healthcare executives agree
that their organizations are
being increasingly pressed to
reinvent themselves before they
are disrupted
And one healthcare CEO even said this:
"We want 100% of what we do to be
100% different five years from today."
Copyright © 2016 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

4.
CEOs must expand their leadership teams with skills
not historically found in healthcare organizations.
To make the transformation to an agile patient-centric
model stick, retooling the bench for digital and
consumer skills is key.
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5.
Copyright © 2016 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
Chief Experience Officer
(or Chief Consumer Officer)
The CEO will need new talent along a broader span of
control, including new direct reports such as:
 Flips the business model to focus on the consumer, not the
physician or hospital.
 Background from consumer-centric industries such as retail and
financial services.
 Drives clinical innovation and venture capital strategies.
 Background from the start-up arena.
Chief Innovation Officer

6.
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Chief Digital Officer
The CEO will need new talent along a broader span of
control, including new direct reports such as:
 Implements new systems that allow better consumer
connections and innovative care.
 Architects and drives change agenda, marrying strategy and
agility.
 Background from change management in industries such as
entertainment or consumer products
Transformation Officer

7.
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CEOs, with their leadership teams,
will set the organization’s purpose and North Star to
guide and drive change.

8.
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Is the organization’s vision and purpose clear?
Is the leadership agenda well defined?
Is accountability articulated throughout the organization?
Has culture been reset to enable the change?
Creating fitness for change
Here are a few questions every healthcare provider CEO
should ask to test their organization’s readiness for change:

9.
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Here are a few questions every healthcare provider CEO
should ask to test their organization’s readiness for change:
Do you have the bandwidth and skill to help the ecosystem
change?
Are you comprehensively operating across the ecosystem?
Have you created engagement with the right health systems?
Who are your non-traditional partners?
Has leadership aligned around success metrics?
Evolving the ecosystem

10.
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Have processes been adequately adapted to exploit digital potential?
Is the consumer at the center of your processes?
Are investments in technologies to speed experimentation and
decision-making sufficient?
Are investments properly aligned and prioritized to maximize ROI?
Have all contingencies been taken into account?
Building agility muscle
Here are a few questions every healthcare provider CEO
should ask to test their organization’s readiness for change:

11.
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Have leadership team skills been rebalanced and cascaded?
Has the organization sourced for mission-critical capabilities?
How has the use of big data been deployed in decision-making?
In what way has governance morphed to keep pace?
Reformulating the skills agenda
Here are a few questions every healthcare provider CEO
should ask to test their organization’s readiness for change:

12.
LEARN MORE
about how healthcare CEOs can meet
disruption head on with our full report:
Copyright © 2016 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
The healthcare CEO gets a
new job