‘We can either thrive or survive’: 5 Scripps Health executives on their new roles, priorities and COVID-19

Kelly Gooch –
Thursday, August 13th, 2020

5 executives began new jobs as San Diego-based Scripps Health in August, and they bring experience in medical management, info innovation, human resources and method to their roles..

Editors note: Responses were lightly modified for length and clarity.

Shane Thielman, previously Scripps interim CIO, is business senior vice president and CIO, and Eric Cole, an experienced leader in human resources and human capital management, is business senior vice president for human resources. Barbara Price, who acted as business senior vice president and president of the Scripps Accountable Care Organization, is business senior vice president for technique and planning..

The five executives reacted to questions from Beckers Hospital Review about their brand-new positions. They shared their top concerns, discussed the COVID-19 pandemic and offered some guidance for other hospital leaders.

Ghazala Sharieff, MD, MBA, and Anil Keswani, MD, have actually turned their interim positions into permanent functions. Dr. Sharieff is now Scripps CMO for intense care, scientific excellence and experience, while Dr. Keswani is CMO for ambulatory and responsible care.

” These people are nationally appreciated healthcare leaders, with proven performance history of success in their specialty locations,” Scripps Health President and CEO Chris Van Gorder stated in a news release. “We are extremely lucky to have such an accomplished team of specialists assisting to assist the direction of Scripps Health, so we stay on the optimal course to best serve the health care requirements of San Diego County.”.

Question: What has you most excited about your brand-new function at Scripps?

Dr. Ghazala Sharieff: Im most delighted about the chance to develop and continue upon the concentrated momentum that our organization has established. We have had the ability to pivot rapidly to supply the best clinical protocols, testing abilities and staff defense possible, so we have shown that we can move quickly to innovate as an organization.

Barbara Price: Planning for the “new normal.” We have had many interesting enhancements for our customers, staff and organization as a result of our reaction to COVID-19. Engaging with our clients in a various way to construct long-term, trusting relationships.

Eric Cole: I am delighted about working with a leadership group that is enthusiastic about its patients, service providers and labor force. Scripps Health has a strong record of outstanding patient care and a dedicated and engaged workforce. How we continue this devoted focus in the years ahead will be very important, and I eagerly anticipate assisting establish a workforce that continues that terrific work..

Shane Thielman: The expansion of digital technologies throughout the enterprise, from the care group to our clients, is most exciting to me. The opportunity to use customer insights to use targeted digital options across the patient journey, to revamp the patient experience to be more connected, continuous and smooth is compelling and transformational.

Dr. Anil Keswani: Each and every day, I awaken delighted about the day ahead. Working collaboratively with employers, payers, clinicians, care management and patients to offer measurably much better outcomes is remarkable. The function permits me to lead Scripps Health into the future, while still being close enough to where the magic occurs at the front lines. What much better job could there be?

Q: What are a few of your top priorities for this year?

GS: We will continue our client experience journey with a laser focus on integrating our quality metrics with client experience initiatives. We have actually started what I call “Sprint Teams” to create and execute our brand-new focus areas and as the name indicates, these teams were created to determine gaps and improvement locations in a specific area and to quickly execute modification management efforts.

ST: First, to build and expand the portfolio of digital abilities throughout the patient journey to react to consumer expectations for access, experience and convenience. This will consist of dealing with service providers to seal telemedicine as a requirement of care delivery; starting application of constant monitoring solutions for boosted surveillance and treatment of clients with persistent conditions; and integration of digital and physical offerings across the care continuum to create a multichannel experience for clients. Also, continued investment in our cloud presence, making it possible for more agility to adapt to scientific and service requirements, as well as continued concentrate on details security..

BP: Creating clarity in simple methods for the “brand-new regular,” which end up being the function that excites and engages our individuals. Also, capturing our learnings and gains from our experience with COVID-19 and making continued and continual improvements for clients– increasing access, affordability and convenience.

EC: We continue to focus on guaranteeing our labor force is safe, physically and psychologically, through the ebb and flow of COVID-19. The rapidly changing workplace likewise requires a more long-term assistance structure for those telecommuting and performing responsibilities remotely using several electronic tools. My goal, leading an amazing group of experts, is to optimize the efficiency of our labor force, and this pandemic has actually allowed us to do that in imaginative and out-of-the-box methods, where past conventional approaches may have stopped working..

However, COVID-19 is not our sole activity. We continue to work on the quadruple aim, which is the underpinning of success for healthcare.This consists of outstanding client experience; excellent health results (quality); reduced overall cost of care; and exceptional physician/clinician/staff complete satisfaction.

AK: The single-biggest concern this year has been to browse a pandemic of historic percentages. Our ability to effectively work together internally as well as externally was a key to our success. It was incredible to see individuals nimbly pivot during this time.

Q: What advice do you have for other medical facility executives as they navigate the pandemic?

ST: First, to build and broaden the portfolio of digital abilities across the patient journey to respond to consumer expectations for experience, gain access to and convenience. This will include working with companies to cement telemedicine as a standard of care shipment; starting execution of constant tracking services for boosted surveillance and treatment of clients with chronic conditions; and integration of digital and physical offerings throughout the care continuum to develop a multichannel experience for patients. There are many people pulling in various instructions and asking for one-offs, such as N95s for just their procedures, or COVID testing for their clients. On the flip side, healthcare rose to the celebration to care for clients. ST: The breadth and depth of change in healthcare associated with the pandemic has actually been exceptional.

The ability to lead the development of telehealth and the practical use of technology actually altered the paradigm of health care. In the start of the pandemic, people resorted to telephonic meetings. I understood that this left me drained at the end of the day.

AK: There are 2 methods to look at this pandemic– we can either flourish or make it through. I advise that executives pick the former, however it requires us to change our state of mind.


The pandemic has been tough and has actually substantially impacted numerous lives. On the other hand, healthcare rose to the event to take care of clients. Executives in healthcare have led changes in healthcare that individuals were just pontificating about for several years.

More articles on management: How Forbes best companies in health care are enhancing their work environments for womenHow 9 CEOs entered healthcare4 CEOs share their finest guidance.

There are lots of individuals pulling in various instructions and asking for one-offs, such as N95s for simply their procedures, or COVID screening for their patients. Trust has actually been gotten with our personnel since we have actually not utilized this method. This has served us well, and trust is such an important part of pandemic management.

ST: The breadth and depth of modification in health care related to the pandemic has actually been exceptional. Flexibility and resilience are essential leadership associates to browse through uncertain times. These attributes cultivate analytical, development and team effort throughout the company to make sure the health care requirements of the community are satisfied regularly and reliably, while enabling a culture that is prepared for a dynamic future beyond COVID-19.

EC: I believe openness, availability and communications are key in ensuring alignment in between client and caretaker. Making sure that a company is clear on its technique to dealing with the wide range of concerns, issues and concerns that arise through a crisis enables openness into the “what, how and why.” Being transparent, communicating bottom lines and communicating them often while being available and open assists guarantee we are all working in the very same direction and any course correction that may be required can be made efficiently and successfully..

© Copyright ASC COMMUNICATIONS 2020. Interested in LINKING to or REPRINTING this material? View our policies by clicking here.

BP: Adaptability and resilience are secrets for any leader, and this is specifically true during the pandemic. Openness and consistency of communication, info and data are all secrets to developing trust, and is especially critical throughout the pandemic. We need brand-new methods to this, with much of our workforce now working from another location