The hospitals, particularly compared with its earliest days, will play a very different role in the future as part of an integrated collection of providers and sites of care. The hospital of the future is here today, not in the North America or in South East Asia.
Quality companies have a core belief in their product that pushes them to the top. Great sports teams are singularly focused on winning. Top universities have an unwavering dedication to learning and teaching and not much else. But what do great hospitals do?
What are the core ingredients that combine to make a hospital one that is remarkable, outstanding or exceptional? The modern hospital is an impossibly complex matrix of skills and services; but there are traits that all great hospitals possess—tendons that hold together the movement of the larger organisation in an industry rightfully obsessed with measurement and outcomes, let's pauses to look at the sometimes overlooked characteristics that lead to excellence.
All great hospitals make decisions based on what's right. It sounds easy enough. When a hospital's senior leaders have a difficult choice to make, they can rely on a basic decision-making formula. Study the facts, consider the ramifications, and do what is right. Simple except that doing what is right is anything but simple.
From scarce resources to daunting community needs to an outdated leadership culture, hospital executives face a multitude of obstacles and conflicting agendas as they try to set a virtuous strategic path for their organisations. In many cases, the tallest hurdle is one of fundamental understanding: What does "doing what's right" really mean? Often it has a lot more to do with what's right for the community and quite a lot less with what was right for the hospital.
Money, of course, is a familiar obstacle for hospitals struggling to serve their patients and the community as a whole. Sometimes there are things you would love to do, but you cannot afford to be wrong. So how do some hospitals manage to do what is right while still maintaining a healthy bottom line?
Quality data reporting and a hospital's internal culture as essential components of doing what is best for patients and the community in the face of potential risks to the organisation. Besides these, once Albert Einstein said, "Problems can't be solved using the same thinking that created them." These words ring true in healthcare, where varied patient populations, emerging diseases and limited resources constantly defy tried-and-true practices.

Source: www.healthleadersmedia.com