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

When Sermo physicians 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 physicians in the community. We’ll uncover what they believe are the key challenges and the ideal leadership strategies to overcome them to ensure success in healthcare practice management.

The current challenges in healthcare leadership

When asked about the greatest challenges healthcare leaders face today, physicians 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 emphasizes, “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 — and training.⁵ However, given the aforementioned challenges, many institutions struggle to find the money or time. A Family Medicine 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 personalized, patient-centered 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, physicians emphasized:

• Optimizing 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

Optimizing workforce management

A well-optimized 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 optimization (alongside having many other applications). Digital staffing platforms allow real-time monitoring of physician 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

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” emphasizing 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 patient-centered technology, provide accessible educational resources, and integrate shared decision-making into care models.

Enhancing operational efficiency and cost control

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 optimizing 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. Physicians on Sermo identified the most significant factors impacting healthcare leadership over the next five years:

• Shortages in HCPs (25%)
• Growing demand for personalized 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 prioritizes 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 Family Physician 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 physician 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 organizational stability.¹³

Personalized healthcare

The demand for patient-centered care is rising, with physicians advocating for treatment plans tailored to individual needs. A Pediatrist 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, personalized 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.

Telemedicine and remote care

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 physicians 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 physician on Sermo warns that “defensive medicine is being practiced 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 incentivize 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 physician 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 physicians 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 physician community driving meaningful change in healthcare.

• Engage in discussions on leadership strategies
• Access exclusive poll data and real-time physician insights
• Share your experiences and learn from peers worldwide

1. Sermo, 2024. Poll of the Week: Priorities for the Future of Healthcare [Poll]. Sermo Community.
2. Sermo member, 2024. Comment on Poll of the Week: Priorities for the Future of Healthcare [Poll]. Sermo Community [Private online forum].
3. Oliver Wyman, 2024. 5 ways hospitals can cut costs & achieve long-term stability.
4. CirrusMD, 2024. Healthcare CEOs believe investment in new technology is worth the cost.
5. NHS Innovation Service, 2024. General staff training and product-specific user training for digital healthcare technologies.
6. Repugen, 2024. What patients expect from healthcare providers.
7. Jorgovan, J., 2024. Telehealth & telemedicine staffing agencies.
8. Whittington Health NHS Trust, 2024. Whittington Health NHS Trust information.
9. Taibanguay N, Chaiamnuay S, Asavatanabodee P, Narongroeknawin P. Effect of patient education on medication adherence of patients with rheumatoid arthritis: a randomized controlled trial. Patient Prefer Adherence. 2019 Jan 11;13:119-129.
10. Staffingly, 2024. Cost management in healthcare: Effective budgeting for providers.
11. World Health Organization (WHO), 2024. Health workforce.
12. YouGov, 2024. Most NHS staff say staff shortages and burnout are impacting patient care.
13. Royal College of Nursing (RCN), 2023. [Impact of Staffing Levels on Safe and Effective Patient Care].
14. Ezeamii, V.C., Okobi, O.E., Wambai-Sani, H., Perera, G.S., Zaynieva, S., Okonkwo, C.C., Ohaiba, M.M., William-Enemali, P.C., Obodo, O.R., and Obiefuna, N.G., 2024. Revolutionizing healthcare: How telemedicine is improving patient outcomes and expanding access to care. Cureus, 16(7), e63881.
15. Richards N. The impact of remote care on burden of treatment BMJ 2022; 377 :o1579
16. Guideway Care, 2024. Differences between fee-for-service and value-based care models.
17. de Silva Etges APB, Liu HH, Jones P, Polanczyk CA. Value-based Reimbursement as a Mechanism to Achieve Social and Financial Impact in the Healthcare System. J Health Econ Outcomes Res. 2023 Oct 31;10(2):100-103.
18. Manifestly, 2024. Streamline patient care with healthcare workflow automation.