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动态
我们四年半的工作，走访了全中国众多医院。中国不合格的医院实在是太多了。因为中国有14亿人口，却只有34,354家医院，三甲医院只有1,516家。由于大型公立医院处于龙头地位，它们又不愁病人，开门就是现金流，它们难免会不重视病人。如果一家医院院长在任期间花了太多精力在建大楼和买设备方面，那我认为他不是一个合格的院长。广东省有家所谓的高水平医院，广东省财政给了它3个亿，市政府又给了它3个亿。它手握6个亿，开始大买设备。院长都做书记了，副院长都退休了，计划了3年要发展学科，要培养人才，结果什么都没做，估计钱买设备也花得差不多了。你买了那么多设备，又没有很牛的医生。这家医院最终还是一无是处。中国像这样不合格的医院和领导实在是太多了。这真是中国医院的悲哀，国家的钱全浪费了，钱全贡献给了美国的大器械商。你光买了一堆破烂，又没有一流的人才，整个医院从上到下都在混日子。这整个城市的老百姓的医疗又得不到真正的保障，关键还没有人敢说他们不对，从上到下混水摸鱼。对一家医院来说，难的是什么？最难的是各种疑难杂症的病人到了你的医院，谁能用最少的钱最简单的诊疗方式最快的速度把这些身患重病的病人看好？医院有各种各样的医护人员行政人员，他们想法不一致，利益又互有冲突，院长如何把这群人聚拢起来呢？医院的工作流程对不对？药品和耗材的使用是否合理？病人的满意度如何？医院的便利程度怎样？最关键是你有没有强大的医护团队和行政后勤保障可以让这所有的困难迎刃而解，如果医院不对关键学科和重点人才进行重金投入，那未来医院靠什么生存？医学日新月异，医院从来不与国际对标，每年又没有最新的技术和超前的认知，医院就会被同行无情挤压。真正要把一家医院办好，人才才是第一核心竞争力，人才才是医院的重中之重，医院如何找到人？如何培养人？如何留住人？如何发展人？院长难道不值得花十倍百倍的时间和精力来认真应对吗？毕竟门诊病人要一个一个看，手术病人要一台一台做。毕竟整个医院帮你创造价值的是医护人员。
In the past four and a half years, our team have visited many hospitals across China. We have seen many complacent hospitals. With a population of 1.4 billion, China has only 34,354 hospitals, with only 1,516 grade III-A hospitals. As leading hospitals in China, these large public hospitals are crowded with more than enough patients. Such a large number of patients brings the hospitals huge cash flows, so naturally, they don’t pay enough attention to improving their services. I don’t think a good hospital president would spend too much money on infrastructure construction and equipment purchases. I have recently learned that a high-level hospital in Guangdong Province received the fund of 300 million RMB yuan from the provincial government and another 300 million RMB yuan from the municipal government.With 600 million yuan in hand, the hospital started to purchase a lot of medical devices and equipment. The president of the hospital has been promoted to the Secretary of Party Committee, and the vice president has retired. They had planned to devote themselves to specialty construction and talent cultivation, but nothing has been accomplished. I suppose they have spent all their money on infrastructure construction and equipment purchases. The hospital might have advanced equipment, but not great doctors. At the end of the day, the hospital will not make big progress. There are many complacent hospitals like this in China. This is such a sad story. They have squandered the fund on purchasing American medical devices. All those “great” machines are of no value when they are not used by great doctors. The doctors do not focus on improving themselves since they are not valued. There is no guarantee of high-quality medical services for patients. But no one dares to contradict them. Everybody is muddling along. What is the biggest challenge for a hospital? The biggest challenge is to treat the seriously-ill patients with less costs, shorter time and better results. The medical and administrative personnel in different departments have different interests and thoughts. It is the president’s responsibility to gather them together. Is the workflow reasonable? Is the use of drugs and consumables reasonable? Are the patients satisfied with the hospital? How is the convenience of the hospital? The hospital needs a powerful medical team and administrative support to conquer the challenges. How will the hospital survive if they don’t pay higher attention in key specialties and outstanding talents? Medical science evolves with each passing day. If a hospital never catches up with the up-to-date medical progress in the world every year, it will be beaten by its rivals. To run a hospital well, the president should realize that talents are the core competitiveness of the hospital. How can the hospital find talents? How can they cultivate talents? How can they keep the talents? How can they improve talents? Shouldn’t a president spend much more time and energy on the talents? After all, it requires doctors for outpatient service, and it requires many surgeons and nurses to perform a surgery. After all, it is the talents who create value for the hospital.
