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2016 Top 25 Minority Executives in Healthcare: Wright Lassiter: In healthcare's new order, no time to bask in past success

By | November 8 th,  2016 | Allegiance Health, Baldrige, merger, Top 25 Minority Executives in Healthcare, Health Alliance Plan, Modern Healthcare, president, succession, succession planning, transformation, Alameda County Medical Center, Blog, CEO, HealthPlus of Michigan, Henry Ford Health System, Nancy Schlichting, Wright Lassiter III | Add A Comment

 

Classic content: One in a series of interviews with Modern Healthcare's Top 25 Minority Executives in Healthcare for 2016.

 

Wright Lassiter earned kudos as a CEO for engineering a huge turnaround of the troubled Alameda County Health System in California. Now, as he succeeds Nancy Schlichting as the leader of the prestigious and celebrated Henry Ford Health System in Michigan, you might think he could take a deep breath and relax a bit.

 

But that’s not how he sees it at all.

 

“As we look at the next 5 to 10 years, the way that quality and safety outcomes will be measured will be different,” he says. “We’re clearly moving even more from volume to value and risk, so I think the measures for success for Henry Ford in the future will be different than they have been for the last 10 or 15 years. I strongly believe that there is transformation required for our organization. We need to focus differently than we have in the past.”

 

Henry Ford won the coveted Malcolm Baldrige Award for quality in 2011, just one of a series of major accomplishments in its long history of stellar healthcare. Lassiter says one of his tasks in seeking to propel Ford to even greater heights is to remind his staff that past glories are no guarantee of future results.

 

“In a rapidly changing industry that may require different things of us, some days I worry about the complacency that could spring from so many years of excellence,” he says.
In particular, notes Lassiter, the future success of Henry Ford may not be as closely tied to the success of hospitals as it has been in the past.

 

“For the next five or 10 years, we’re going to have to leverage our large medical group, community medical staff and our insurance company much more effectively than we have in the past,” he says. “That will require both executional and cultural shifts to do even more of what we call integrated care and coverage, this notion of a more narrow network. And I think we’re perfectly situated to do that.”

 

 

To grow, Henry Ford is stretching out beyond its traditional home of Wayne, Macomb and Oakland counties, where it has provided care for the past century. In recent months, the health system has merged HealthPlus of Michigan, an insurance company 75 miles north of Detroit, into Health Alliance Plan and merged Allegiance Health, a system 90 miles west of Detroit, into the system. They’re also partnering on the Aldara Hospital and Medical Center, a hospital in Riyadh, Saudi Arabia, that will open later this year.

 

“These are the kinds of things we’ll be doing more of in the next five-plus years and that will require some transformation,” Lassiter says.

 

The announcement of Lassiter’s appointment as Schlichting’s successor struck some as unusual in the healthcare world simply because of the length of the handoff was two years. But, as Lassiter notes, there were some unusual circumstances.

 

“If it was a planned succession within the organization, two years is not necessarily that unusual,” he says. “But for us, the board thought it made sense because they had agreed on Nancy’s retirement date, and there was a lot of strategic work that they wanted to happen. The board was very clear that they wanted the new CEO to be fully engaged in the strategic work to reduce the risk of transition derailment or midstream change.”

 

When Lassiter came aboard, Schlichting quickly moved many of her key executives into a structure that reported to Lassiter. A number of those leaders, who had been contemplating their own retirements, warmed to Lassiter quickly and agreed to stick around as part of the transition team. And then came one of those unexpected circumstances that upped the ante – in June 2015, President Obama asked Schlichting to become the chairperson of the Commission on Care, which Congress established to find the best way to provide healthcare to military veterans.

 

“Nancy has acknowledged from day one that there was no way she could have served the nation in this role unless she and the Henry Ford board had agreed on an overlapping transition period,” Lassiter says. “The commission requires her to travel quite a bit, and that has actually accelerated the transition process as well.”

 

As Lassiter puts his own stamp on Henry Ford over the next decade, what will constitute success? He lists four items:

 

• HFHS will leverage its Baldrige award to become a high-reliability organization, one that can put its safety record up against the aviation and nuclear industries;

 

• It will be seen as the leading value-based healthcare system in the country;

 

• It will have developed a comprehensive statewide delivery system across Michigan – and beyond;

 

• It will be in the top 10 percent in metrics for employee engagement, physician engagement, customer service and safety scores.

 

“If I could look back 10 years and we had achieved these things, I’d say we had been wildly successful,” he says.

 

 

Wright Lassiter: In healthcare's new order, no time to bask in past success

By | May 20 th,  2016 | Allegiance Health, Baldrige, merger, Top 25 Minority Executives in Healthcare, Health Alliance Plan, Modern Healthcare, president, succession, succession planning, transformation, Alameda County Medical Center, Blog, CEO, HealthPlus of Michigan, Henry Ford Health System, Nancy Schlichting, Wright Lassiter III | Add A Comment

 

One in a series of interviews with Modern Healthcare's Top 25 Minority Executives in Healthcare for 2016.

 

Wright Lassiter earned kudos as a CEO for engineering a huge turnaround of the troubled Alameda County Health System in California. Now, as he succeeds Nancy Schlichting as the leader of the prestigious and celebrated Henry Ford Health System in Michigan, you might think he could take a deep breath and relax a bit.

 

But that’s not how he sees it at all.

 

“As we look at the next 5 to 10 years, the way that quality and safety outcomes will be measured will be different,” he says. “We’re clearly moving even more from volume to value and risk, so I think the measures for success for Henry Ford in the future will be different than they have been for the last 10 or 15 years. I strongly believe that there is transformation required for our organization. We need to focus differently than we have in the past.”

 

Henry Ford won the coveted Malcolm Baldrige Award for quality in 2011, just one of a series of major accomplishments in its long history of stellar healthcare. Lassiter says one of his tasks in seeking to propel Ford to even greater heights is to remind his staff that past glories are no guarantee of future results.

 

“In a rapidly changing industry that may require different things of us, some days I worry about the complacency that could spring from so many years of excellence,” he says.
In particular, notes Lassiter, the future success of Henry Ford may not be as closely tied to the success of hospitals as it has been in the past.

 

“For the next five or 10 years, we’re going to have to leverage our large medical group, community medical staff and our insurance company much more effectively than we have in the past,” he says. “That will require both executional and cultural shifts to do even more of what we call integrated care and coverage, this notion of a more narrow network. And I think we’re perfectly situated to do that.”

 

 

To grow, Henry Ford is stretching out beyond its traditional home of Wayne, Macomb and Oakland counties, where it has provided care for the past century. In recent months, the health system has merged HealthPlus of Michigan, an insurance company 75 miles north of Detroit, into Health Alliance Plan and merged Allegiance Health, a system 90 miles west of Detroit, into the system. They’re also partnering on the Aldara Hospital and Medical Center, a hospital in Riyadh, Saudi Arabia, that will open later this year.

 

“These are the kinds of things we’ll be doing more of in the next five-plus years and that will require some transformation,” Lassiter says.

 

The announcement of Lassiter’s appointment as Schlichting’s successor struck some as unusual in the healthcare world simply because of the length of the handoff was two years. But, as Lassiter notes, there were some unusual circumstances.

 

“If it was a planned succession within the organization, two years is not necessarily that unusual,” he says. “But for us, the board thought it made sense because they had agreed on Nancy’s retirement date, and there was a lot of strategic work that they wanted to happen. The board was very clear that they wanted the new CEO to be fully engaged in the strategic work to reduce the risk of transition derailment or midstream change.”

 

When Lassiter came aboard, Schlichting quickly moved many of her key executives into a structure that reported to Lassiter. A number of those leaders, who had been contemplating their own retirements, warmed to Lassiter quickly and agreed to stick around as part of the transition team. And then came one of those unexpected circumstances that upped the ante – in June 2015, President Obama asked Schlichting to become the chairperson of the Commission on Care, which Congress established to find the best way to provide healthcare to military veterans.

 

“Nancy has acknowledged from day one that there was no way she could have served the nation in this role unless she and the Henry Ford board had agreed on an overlapping transition period,” Lassiter says. “The commission requires her to travel quite a bit, and that has actually accelerated the transition process as well.”

 

As Lassiter puts his own stamp on Henry Ford over the next decade, what will constitute success? He lists four items:

 

• HFHS will leverage its Baldrige award to become a high-reliability organization, one that can put its safety record up against the aviation and nuclear industries;

 

• It will be seen as the leading value-based healthcare system in the country;

 

• It will have developed a comprehensive statewide delivery system across Michigan – and beyond;

 

• It will be in the top 10 percent in metrics for employee engagement, physician engagement, customer service and safety scores.

 

“If I could look back 10 years and we had achieved these things, I’d say we had been wildly successful,” he says.

 

 

Armada aims to bring the Baldrige process to Swedish

By | August 14 th,  2014 | American Hospital Association, Baldrige, Furst Group, Seattle, Top 25 Minority Executives in Healthcare, executive, health system, hospital, Modern Healthcare, Advocate, Anthony Armada, Blog, CEO, diversity, Everest Award, Institute for Diversity in Healthcare Management, leadership, Lutheran General, Asian Healthcare Leaders Association, Equity of Care, Swedish Health Services | Add A Comment

 

One in a series of profiles of Modern Healthcare’s Top 25 Minority Executives in Healthcare (sponsored by Furst Group)

 

Anthony “Tony” Armada’s physician father and pharmacist mother emigrated from the Philippines with their children, some suitcases, and a few thousand dollars. The impact they’ve made on healthcare in their adopted country has grown exponentially over the last several decades.

 

“Everyone is passionate about what they do, right?” says Armada, with a laugh, from his office at Swedish Health Services in Seattle, where he’s the CEO of one of the Northwest’s largest health systems. “The more you can make meaningful changes for the benefit of others, the better off you are.”

 

Armada’s parents saw all of their children make a difference in healthcare. Armada’s oldest brother owns a research consulting firm that works with pharmaceutical companies. Two other brothers are physicians and his two sisters are nurses.

 

“Delivering care and being a servant leader are just in my genetic code,” he says. “To see the impact you can make on the lives of the people who entrust their care to you is an awesome privilege.”

 

Previously, Armada had been a leader with several of healthcare’s premier organizations throughout his career, including Kaiser Permanente, the Baldrige Award-winning Henry Ford Health System, and Advocate Lutheran General Hospital and Children’s Hospital. Those experiences have informed the mantra by which he operates: “Always the best.”

 

“I come at this from a very simplistic vantage point,” he says. “What’s really cool about ‘always the best’ is that it’s individual as well as organizational. I always encourage people I engage with to reflect on that time when you actually bested your best: What did that feel like?

 

“It’s very energetic – it comes with a passion. And then people start getting onto this bandwagon of always wanting to best their best.”

 


Armada has also been active as an industry leader promoting diversity in the C-suite. He chaired the board for the American Hospital Association’s Institute for Diversity in Healthcare Management and led the Asian Healthcare Leaders Association. He continues to be active with diversity and inclusion initiatives for the American College of Healthcare Executives and also serves with AHA’s Equity of Care Committee.

 

“I think there’s been some positive progress in diversity, but it’s still not enough,” he says. “If the eventual goal is to have leadership that represents the makeup of the communities we serve, then the efforts of minority leaders become more impactful and more meaningful.”

 

Armada’s impact has been felt at numerous healthcare providers. At Henry Ford, Armada was part of the leadership team that went through the Baldrige experience, an exercise he brought to Lutheran General in 2010. In four years, he and his team turned the facility into a Top 100 hospital and Everest Award winner accolades from Truven Health Analytics. It also was named one of the 100 Great Hospitals by Becker’s Hospital Review. In 2012, its first year to apply for a Baldrige Award, Lutheran General won Silver honors.

 

“People who want to do Baldrige because of some kind of recognition are missing the boat, I think,” Armada says. “It is a framework that creates discipline and organizational excellence. Baldrige doesn’t tell you what to do; it asks a lot of questions. But if you have answers to the questions, you will be a best-in-class organization.”

 

He plans to bring the Baldrige process to Swedish, where he became the fourth CEO in two years, a similar situation to the role he undertook at Lutheran General.

 

He views Swedish as a venerable organization with a rich heritage and dedicated caregivers (physicians and employees) that can achieve that best-in-class status with leadership and commitment.

 

Swedish had gone through a tremendous amount of leadership change and also organizational change relative to an affiliation with Providence Health Services.

 

“Amidst all of that,” Armada adds, “we need to position ourselves for the future, which is about high performance and reliability, cost and quality transparency, and a patient experience that is excellent but goes beyond to meet unexpressed needs and wishes. At the same time, we need to create an avenue that articulates and emphasizes all of the wonderful clinical institutes and enterprise models that we have.”

 

The challenges didn’t give him any pause about taking the role. “It actually confirmed for me,” Armada says, “that this is the right organization that I want to take to the next level.”

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