There are two mega-trends affecting both higher education and health care: the demand for value and the need for size. (Even more so in institutions like mine, Georgia Regents University and Health System, which, as our state’s only public academic health center, straddles both worlds.) And the often transformative responses to meet these trends have placed inordinate strain on institutional leadership.
In higher education, the turnover rates of university presidents/chancellors, chief financial officers (CFOs), and chief academic officers (CAOs) are already notably high and predicted to increase even more in the coming years. And last year, the turnover rate of hospital CEOs was 20 percent, the highest since the American College of Healthcare Executives (ACHE) began tracking them in 1981.