Leadership in healthcare: doctor strategies for shaping the future of medical practices

When Sermo doctors were asked, “Do you feel confident that current leadership strategies in your institution are equipped to address future challenges in healthcare?“

• 41% said yes
• 59% said no¹

This demonstrates a lack of consensus on the future of healthcare strategies. But why? Is it due to uncertainty about what the future of healthcare looks like? Confidence that their institution is well prepared? Or is there a deeper issue at play?

To answer these questions, this article explores insights from Sermo poll data and doctors in the community. We’ll address what they believe are the key challenges and the ideal leadership strategies to overcome them in order to ensure success in healthcare practice management.

The current challenges in healthcare leadership

When asked about the greatest challenges healthcare leaders face today, doctors on Sermo identified five key issues:

• Managing rising costs and budget constraints (38%)
• Retaining and recruiting skilled staff (34%)
• Adopting and implementing new technologies (15%)
• Navigating changing healthcare regulations (7%)
• Addressing patient expectations (6%)¹

Rising costs, the top cited issue, force institutions to rethink their financial strategies. As a Sermo member for Obstetrics warns, “healthcare costs will continue to rise, squeezing the practitioner who’s providing the actual care.²” The knock-on effect is healthcare providers are having to rethink how they deliver care to find those savings.³

Workforce shortages, driven by burnout and an aging medical population, compound the challenge, making retention and recruitment critical. A GP Sermo member emphasises, “The greatest challenge in my center is recruiting and retaining workforce,²” underscoring the need for proactive workforce management.

Technological advancements promise efficiency but require investment⁴ — something that 96% of healthcare executives think is worthwhile — as well as training.⁵ However, given the aforementioned challenges, many institutions struggle to find the money or time. A GP Sermo member points out, “AI is going to be a huge advancement that current infrastructures need to be able to keep up with via updates and modernization.²“

Meanwhile, evolving patient expectations demand a balance between operational efficiency and personalised, person-centred care⁶. This push for technology can support the former, but potentially at the expense of the latter.

Therefore, leaders in healthcare practice management must strategically navigate these competing demands to ensure institutional resilience and long-term success. But how?

Key strategies for successful healthcare institutions

When asked about the most critical strategy for running a successful healthcare institution in the future, doctors emphasised:

• Optimising workforce management (31%)
• Improving patient engagement and satisfaction (24%)
• Investing in advanced technologies (20%)
• Enhancing operational efficiency and cost control (19%)
• Expanding partnerships and collaborations (6%)¹

Optimising workforce management (31%)

A well-optimised workforce strategy requires precise scheduling, real-time monitoring and efficient allocation of resources. As healthcare institutions face ongoing staff shortages and burnout, leaders must ensure that workforce management is proactive and data-driven.

Investing in advanced technologies can play a significant role in this optimisation (alongside having many other applications). Digital staffing platforms allow real-time monitoring of doctor availability, ensuring that shifts are covered efficiently without overburdening staff.⁷ Elsewhere, AI-driven rota management can help balance workloads, reduce fatigue and improve retention.⁸ A GP and Sermo member notes, “staying adaptable and embracing technology is crucial²” for ensuring operational efficiency.

Institutions that implement these measures could enhance staff well-being, improve patient care and build a more resilient workforce.

Improving patient engagement and satisfaction (24%)

Effective patient engagement empowers patients to take an active role in their healthcare. A GP Sermo member stresses the importance of shifting “from reactive treatment to proactive prevention,²” emphasising the need for early intervention and patient education.

Another GP highlights that patients need “clear information and tools to make informed decisions,²” reinforcing the role of transparency in building trust. Indeed, studies show that when patients are well-informed, they are more likely to adhere to treatment plans,⁹ leading to better health outcomes and potentially increased confidence in their healthcare providers.

Therefore, to enhance engagement, institutions could use person-centred technology, provide accessible educational resources, and integrate shared decision-making into care models.

Enhancing operational efficiency and cost control (19%)

Financial sustainability remains a pressing concern. “We must design a good strategy so that the costs of the health system don’t exceed the benefits,²” warns a Gastroenterologist on Sermo.

Smart cost control involves optimising administrative processes, allocating resources efficiently and using data-driven decision-making.¹⁰

Institutions that strike a balance between cost efficiency and care quality will remain viable in a competitive healthcare environment.

Emerging trends impacting healthcare leadership

What is the future of healthcare?

As healthcare evolves, leaders must adapt to emerging trends that will shape the future of medical practice. Doctors on Sermo identified the most significant factors impacting healthcare leadership over the next five years:

• Shortages in HCPs (25%)
• Growing demand for personalised healthcare (24%)
• The rise of telemedicine and remote care (23%)
• Increased focus on value-based care (17%)¹

Addressing these trends requires a proactive leadership approach that prioritises workforce well-being, financial sustainability and adaptable infrastructure.

Workforce shortages and well-being

The ongoing shortage of HCPs is one of the most urgent issues institutions face: the World Health Organization estimates a projected shortfall of 11 million health workers by 2030.¹¹

A GP reacting on Sermo highlights that “ensuring the generational replacement of professionals and preventing new professionals from emigrating to better-paying jobs abroad²” is crucial. Without immediate action, workforce gaps will continue to widen,¹¹ impacting patient care and increasing the strain on existing staff.¹²

To mitigate this, leadership must focus on long-term recruitment and retention strategies. A GP on Sermo emphasizes that “the well-being of doctors and other professionals needs to be prioritized going forth.²” This means addressing doctor burnout through flexible work arrangements, mental health support and career development opportunities.

Institutions that foster a strong, supported workforce could not only enhance staff satisfaction but also improve patient outcomes and organisational stability.¹³

Personalised healthcare

The demand for person-centred care is rising, with doctors advocating for treatment plans tailored to individual needs. A Paediatrician on Sermo asserts that “target therapy focused on the single patient and individualized care is the future for best care and safety.²” This shift calls for greater integration of AI, genetic profiling and predictive analytics into healthcare systems.

However, personalised care is only effective if institutions have the infrastructure and expertise to support it. A Pathologist on Sermo warns that “adaptability is key, without which an organization will fail to supply changing demands with time and die an ignominious death.²”

In this instance, adaptability means integrating AI-driven diagnostic tools, automating data processing for faster insights and training staff to interpret and act on precision medicine data, ensuring seamless technology adoption without disrupting patient care.

The rise of telemedicine and remote care (23%)

Telemedicine is rapidly transforming healthcare delivery, offering new ways to enhance accessibility and efficiency.¹⁴ A GP on Sermo notes, “digital health tools, like telemedicine and electronic health records, improve accessibility and efficiency.²” However, this transition isn’t without challenges: institutions must ensure quality standards are upheld and that both patients and doctors are comfortable with remote care models.

For healthcare leaders, the focus must be on making it easy for their patients. This includes addressing regulatory concerns and ensuring that telehealth complements in-person care rather than replacing essential face-to-face interactions.

Institutions that successfully implement remote care solutions could reduce strain on physical healthcare facilities while improving patient engagement.¹⁵

Financial sustainability and value-based care

Economic pressures continue to challenge healthcare institutions, with leaders searching for ways to balance cost control with high-quality care. A Sports Medicine doctor on Sermo warns that “defensive medicine is being practised due to fear of getting sued, leading to excessive tests and rising healthcare costs.²” This highlights the growing importance of value-based care, where patient outcomes take precedence over service volume.

Unlike fee-for-service models, which incentivise the number of procedures performed, value-based care focuses on efficiency, prevention and long-term patient health.¹⁶ This requires institutions to shift from reactive treatments to proactive, coordinated care, integrating data analytics, preventive screenings and multidisciplinary collaboration.

For leadership, this means trying strategies like restructuring financial incentives,¹⁷ investing in outcome-driven performance metrics and streamlining workflows¹⁸ to support continuity of care. Institutions could adopt team-based models, leverage AI to predict patient risks and align doctor compensation with patient health improvements rather than sheer service delivery.

Your takeaway: how to lead effectively in healthcare

Building leadership strategies for the future of healthcare

The future of healthcare leadership depends on a strategic approach to practice management that addresses today’s most pressing challenges while preparing for tomorrow’s emerging trends. Sermo doctors have highlighted key areas that institutions must focus on to ensure long-term success. When asked which area should be the top priority for leadership, they identified:

• Workforce well-being and development (52%)
• Strengthening financial sustainability (24%)
• Building adaptable infrastructure (14%)¹

Workforce well-being is the top priority, as engaged and supported HPCs are key to delivering effective patient care. Financial sustainability ensures institutions can maintain quality while managing costs and adaptability enables them to respond to emerging trends like AI and telemedicine.

By focusing on these areas, healthcare leaders can build resilient, future-ready institutions that provide better care for both patients and professionals.

Join the conversation on Sermo

Want to stay ahead of industry trends, exchange ideas with fellow healthcare leaders, and contribute to shaping the future of patient care? Join Sermo today and be part of the global doctor community driving meaningful change in healthcare.

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• Share your experiences and learn from peers worldwide

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