ABSTRACT
This chapter discusses the definition of a leadership pivot and why pivots are needed and examines the impact of the silos that defined 1.0: Brick and Mortar Healthcare. It explores the challenges of the organization chart and the silo mentality and analyses the pivot to next-generation decision-making models and the collaborative network. Patients receive care through a patchwork of provider and ancillary silos—primary care practices, specialty clinics, hospitals, and others—which often don’t communicate. The hierarchical, bureaucratic structure so common for healthcare organizations was designed for the stable environments of the past. This structure kept the organization working like a well-oiled machine when change was slow, incremental, and planned. Dr. Ninfa Saunders, president and chief executive officer of Navicent Health, defines the network she is building as an “up link and a lateral link”—the up link is with an organization that is bigger than her own, and the lateral link is within the community.
