The recent news that British-based Misys will spend nearly $1 billion to acquire Medic Computer Systems is yet another example of the emerging global healthcare marketplace.
Although consolidations, mergers and affiliations have created scores of giant healthcare organizations, hospital managers should remember to focus on the home front. No matter what the size of the company, keeping patients and customers satisfied should be the No. 1 goal of any manager.
Yet it's difficult to deny that the healthcare world is narrowing. Misery loves company, but so does success. Many nations are looking to America's experience with managed care as an answer. Others are turning to the government-controlled British model. In fact, no two healthcare systems could be more different than those in the U.S. and Great Britain. Nonetheless, it's noteworthy that your colleagues in England face similar predicaments. For example:
The NHS Confederation, England's equivalent of the American Hospital Association, is seeking input into physician and nursing training. If successful, the confederation would create courses on finance, strategic planning and customer service.
Hospital managers and clinicians are paying more attention to "the final days" by helping patients and their families cope with death.
Burnout, stress and turnover are common among hospital managers. Many executives retire by age 55 and turn to consulting or some other less taxing vocation.
Tight budgets are forcing hospital executives to weigh cutbacks in emergency services or rationing non-emergency care.
It's a small world after all.