Applying Success to Healthcare: A Call to Action for Healthcare Executives

Healthcare does not have a shortage of activity. It has a shortage of leaders who will build the thing that does not exist yet. Jensen Huang's path at NVIDIA is a useful contrast. From a 1993 founding and a 1999 public offering, NVIDIA grew into one of the largest companies in the market, moving from a $1 trillion valuation to more than $3 trillion in about a year. The lesson for a hospital or a healthcare service company is not the industry. It is the posture.

Opportunity inside the constraint

Huang has talked about looking for a market with no customers yet, which also meant no competitors, and about treating each setback as the next skill. Healthcare leaders spent years competing for a share of a market that grew from about $3 trillion to more than $5 trillion. Technology arrived, including electronic records, and a great deal of the promised change did not.

Build it, or keep dividing the same work

The field is crowded. Share-taking is not the same as creating a better way to deliver care, run a clinic, or make a decision. Huang's line still fits: if we do not build it, they cannot come. Healthcare executives who wait for a perfect environment will keep managing yesterday's calendar.

Where Infinite CXO comes in

We work with healthcare leadership teams on the assessment, the workshop, and the coaching that make a new direction operable. A flexible executive is available when that work shows a seat the current team cannot cover yet. The first aim is the leaders already in the organization.

If the calendar has become the strategy, the next step is a conversation about what the leadership team will build, and who inside can carry it.