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LE CARNET DES AFFAIRES | Héma-Québec : Benoit Morin nommé président et chef de la direction

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LE CARNET DES AFFAIRES | Héma-Québec : Benoit Morin nommé président et chef de la direction

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Un nouveau président-directeur général prendra les commandes d’Héma-Québec à compter du 4 juin. Il s’agit de Benoit Morin, auparavant président-directeur général du Centre intégré universitaire de santé et de services sociaux de l’Ouest-de-l’Île-de-Montréal.

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ArrivéeHéma-Québec : Benoit Morin nommé président et chef de la direction. Un nouveau président-directeur général prendra les commandes d’Héma-Québec à compter du 4 ju

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How Is Benoit Morin a Helping Hand in Healthcare?

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How Is Benoit Morin a Helping Hand in Healthcare?

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Benoit Morin, a healthcare expert and a former head of PHSA, is helping healthcare providers in Canada. Benoit has been a prominent health care expert in Canada since 2006. Having experience with many aspects of Canadian healthcare, Benoit Morin is helping to provide insight into what needs to be done to provide better services for patients struggling with challenging conditions.

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may sometimes be a tall order and yet it is within everyone's reach. Drive, vision, courage and a little bit of what I call 'raw mindfulness' have been key ingredients for my career successes... and failures. I believe both successes and failures are equally important to shape who we are and help us achieve our full potential. My journey is like many others, which are made of different experiences, experiments, difficulties and opportunities that have shaped who I am over the years. Below is a glance at my journey.

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may sometimes be a tall order and yet it is within everyone's reach. Drive, vision, courage and a little bit of what I call 'raw mindfulness' have been key ingredients for my career successes... and failures. I believe both successes and failures are equally important to shape who we are and help us achieve our full potential.

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What are the reasons why we need healthcare leaders?

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What are the reasons why we need healthcare leaders?

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For the healthcare facility to be financially stable, to have better policies for people on both ends, to reduce overall health costs, to make critical decisions, and for many other reasons, we need experienced and expert healthcare leaders like Benoit Morin.

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What are the reasons why we need healthcare leaders

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Best Healthcare Leader in Quebec || Benoit Morin

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Best Healthcare Leader in Quebec || Benoit Morin

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We become very watchful of the people and the circumstances when it comes to our health. And rightly so should we do! This is why you need to work with healthcare leaders like Benoit Morin who is a health and wellness expert and has been delivering remarkable services for more than 20 years to improve the overall quality of life of people!

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may sometimes be a tall order and yet it is within everyone's reach. Drive, vision, courage and a little bit of what I call 'raw mindfulness' have been key ingredients for my career successes... and failures. I believe both successes and failures are equally important to shape who we are and help us achieve our full potential. My journey is like many others, which are made of different experiences, experiments, difficulties and opportunities that have shaped who I am over the years. Below is a glance at my journey.

# data[].attributes.attachment_link.description
may sometimes be a tall order and yet it is within everyone's reach. Drive, vision, courage and a little bit of what I call 'raw mindfulness' have been key ingredients for my career successes... and failures. I believe both successes and failures are equally important to shape who we are and help us achieve our full potential.

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The Positive Impact of Leadership in Healthcare

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The Positive Impact of Leadership in Healthcare

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Rightly said! A leader will give you the courage to explore those parts of your personality that you thought never existed. A leader brings out the best in you unleashing your full potential. Moving on from here, let us talk about leadership in healthcare. Like any other industry, impactful and positive leadership is required in the healthcare industry to get the desired quality of services. Many studies have shown that healthcare leadership bears positive outcomes for not only the patients but the staff as well.

The healthcare demands are increasing rapidly and so to cater to those needs the healthcare segment is required to boost its productivity and efficiency. While doctors and nurse managers may be the supervising heads but they might not be leaders. In healthcare, we need leaders who are capable of leading the team, envisioning long term goals, putting their perspective out there, and being able to understand the perspective of others, deal with the limited budgets, improve the overall quality of service, work with scarce resources and create a harmonious environment for the employees.

I'm Benoit Morin, former president and CEO of Provincial Health Services Authority (PHSA), British Columbia, and here, I've tried to list some positive impacts that efficient leadership brings with respect to the healthcare industry.

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The Positive Impact of Leadership in Healthcare

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Rightly said! A leader will give you the courage to explore those parts of your personality that you thought never existed. A leader brings out the best in you unleashing your full potential. Moving on from here, let us talk about leadership in healthcare.

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Governing innovation in health is a risky business

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Governing innovation in health is a risky business

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Healthcare organizations' governance and management are often understood as separate entities. On the one hand, the Board of Directors (BoD) usually deploys its own governance operating model through a committee structure. It manages its mandate bestowed upon the BoD by the organization's official statutes with a decision-making process that fuels Board resolutions. It shapes and approves strategic directions and puts in place a system to ensure oversight of key performance expectations and metrics. The BoD represents a crossroads where government directives, executive leadership reports and proposals, lobbying from diversified interested parties and media coverage converge and fuel ongoing strategic steering. We stress below that the nature of this crossroads goes beyond the BoD's fiduciary duty.

On the other hand, the organization's executive leadership is mandated to put in place a management structure in order to run the business operations and execute strategies decided at the BoD level. In public and universal health systems such as the ones we have in Canadian provinces, the strategic directions often flow from elected government's expectations and are subjected to scrutiny and lobbying from a diverse group of interested parties such as medical staff, unions or the media. Such a context is not naturally very conducive to taking risks and promoting innovations in health. In fact, innovating health in our public systems is not an easy undertaking. So, how can we foster innovation given that our health systems need to reinvent themselves and refresh how they go about their business? How can we create an innovation-friendly environment within organizations that are bound by quality, reliability and performance imperatives?

Risk management is most certainly one important piece of the solution given that risks can significantly slow down the innovation health drive. There are many different kinds of risks. They can be clinical, corporate, financial, reputational, cultural and in many other forms. In a nutshell, risk management is necessary everywhere. It also comes to bear on all areas of the organization with ramifications going from top to bottom and vice versa. Introducing innovations exacerbates the risk management complexity as the very nature of innovation is uncertain and sometimes volatile. Innovation challenges the status quo and, by doing so, may generate unforeseen, aggravated or simply new risks. Those risks must be evaluated and controlled. Our health systems must be reliable, predictable and validated in everything they do. In such a context, the BoD role is even more important because, as was stated above, the BoD is the crossroads of numerous sources of information, governing mechanisms, stakeholders and decision-making processes.

Beyond its fiduciary role, the BoD governance can become a cornerstone to help innovation projects emerge and to offer support to bring them to fruition. The required elbow room for innovation to thrive is not spontaneously created. It must be well rooted in the different decision-making flows that converge to the BoD and its governance process. To reach that goal, powerful leverage can be found in a well-oiled risk management system. Healthcare innovation is all about new and emerging knowledge, practices and processes that come to bear on the local state of affairs by introducing improvements that often have the potential to be useful elsewhere. Introducing such innovations must be done from a standpoint where the vision is clear and shared by all key stakeholders. As such, a close partnership harnessed to a reliable risk management system may enable a common will to emerge and dare venture on roads less travelled by taking calculated risks in order to foster innovation. Once established, a sound risk management system facilitates the assessment of such risks and also the development of an appropriate framework within which they may be monitored in a reassuring way.

The BoD governance, therefore, finds itself at the heart of the dynamics that is essential to support innovation health and its risk management system is the cornerstone of it. Innovation challenges the status quo and this comes with a number of risks to be managed. Partnership and trust between stakeholders involved are essential. The BoD governance process acts as an anchor point and the risk management system firms up the anchoring. Thus, numerous stakeholders can coordinate themselves in an efficient manner in order to steer through our health systems' complexity and help them innovate.

It is interesting to note that, as we drive this logic regarding innovation and risks, we touch on certain foundational elements of another parent concept, which is " shared governance ". This approach is fast emerging and is used for a number of objectives beyond fostering innovation such as quality control and continuous improvement. As is the case for innovation as it relates to risks, " shared governance " also reinforces the importance of ensuring that all stakeholders associated with a shared objective take part in the decision-making process. Further exploring the concept of " shared governance" would certainly reveal its full value for health systems. It will be worth our while to dig deeper and this will be great fuel for future articles...

In the meantime, may you be well, may you be happy!

B.

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Governing innovation in health is a risky business

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Healthcare organizations' governance and management are often understood as separate entities. On the one hand, the Board of Directors (BoD) usually deploys its own governance operating model through a committee structure. It manages its mandate bestowed upon the BoD by the organization's official statutes with a decision-making process that fuels Board resolutions.

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Are You Wondering Why Do We Need Healthcare Leaders?

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Are You Wondering Why Do We Need Healthcare Leaders?

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We need experienced and expert healthcare leaders like Benoit Morin to keep the healthcare facility financially stable, have better policies for people at both ends, reduce the overall health costs, make critical decisions, and many other reasons that lead to the overall betterment of the healthcare facility.