In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Amir Rubin, CEO and founding managing partner of Healthier Capital, a fund that advances healthcare by supporting innovative companies creating significant impact and value.

Amir is a trailblazing leader who has revolutionized healthcare giants like Stanford Healthcare and One Medical. Curious about how to build influence without direct control? From fixing hospital roofs to improving parking, Amir’s approach to practical issues offers valuable lessons for anyone looking to turn around underperforming departments. Learn how he fosters a supportive environment for doctors and staff, creating a culture that thrives on continuous improvement.

Discover the secrets to aligning executive skills with organizational needs, as Amir dives into the importance of understanding board expectations and leveraging lean and design thinking approaches. Amir involves patients in improvement processes and engages multidisciplinary teams to ensure sustainable success and scalability.

Pfeffer on Power is produced by University FM.

Episode Quotes:

The importance of alignment, trust and empowerment from the board leadership

20:43: It's important to have that alignment, trust, and empowerment from the board in the leadership, you know, until we lose that right. And that's why cultivating that right, maintaining those relationships, and keeping people informed is very important. Because we are trying to do things with a certain philosophy and a certain approach. And it's also why showing progress, making traction, and having some early wins is also important because you want to keep building on that confidence. If you're like, no, no, no, it's coming in the future, you can lose some of the confidence of those stakeholders. So, showing, you know, that foot in the door: "Hey, wait, hold on; we're making some progress here." And showing the measurements, showing the tractions, and continuously improving is really important. And then bringing other people into this solution. Bringing clinicians, bringing staff, bringing technologists, bringing the board, bringing the patients. Let's all work on this. This is all of our mission.

The value steam processes matter

07:20: I think a great experience, whether it's for faculty, clinicians, staff, or for patients, is thinking through all those small steps of the process. And I think when we're often finding ourselves irritated with an experience, it's often something like, I can't believe nobody's thought about this. Well, you know, that's often the case. Either folks haven't thought about it or haven't put the energy or effort to think about those things. I think ultimately a great experience, whether it's for patients, customers, or consumers, or for physicians, faculty, staff, is thinking about all those things. How do we stitch these things together? The details matter. The value stream processes matter, and I don't think you can have great experience and ignore those details, whether it's for faculty, staff, or patients. I think they're kind of one in the same.

On having patient-centric approach in everything they do

19:43: We need to understand it from the patient's perspective, or if we're serving a child, the parent's perspective. And the more of those perspectives we had, the better picture we had of, ah, now I see what's going on here. If we could just stitch a few of these things together upstream, we'd make it better for the patient, the consumer, but also we wouldn't create all this downstream work for the clinician and staff that could be avoidable. That was absolutely important, and it also infused our organization with a customer experience mindset.

Show Links:

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