HOSPITALPRENEURSHIP

SEBAGAI MINDSET YANG SANGAT DIBUTUHKAN

MENGHADAPI PELUANG DAN TANTANGAN
YANG KOMPETITIF DI ERA UHC

Dr. ADIB A YAHYA, MARS

KETUA UMUM PERMAPKIN

KONGRES XIV PERSI,SMINAR TAHUNAN XII PATIENT SAFETY,HOSPITAL EXPO XXI :

“ DENGAN SMART HOSP[ITAL DAN JIWA HOSPITALPRENEURSHIP, RUMAH SAKIT
INDONESIA SIAP MELAKSANAKAN UNIVERSAL HEALTH COVERAGE DAN
BERKOMPETISI PADA ERA GLOBAL “
JAKARTA, 17 – 20 OKTOBER 2018
 Entrepreneurship definition

The term entrepreneurship has been used for centuries,

there is no single definition.
Timmons, who defines entrepreneurship as the
…ability to create and build something from practically nothing.
It is initiating, doing, achieving, and building an enterprise or
organization, rather than just watching, analyzing or
describing one.
It is the knack for sensing an opportunity where others see
chaos, contradiction and confusion. …
It is the willingness to take calculated risks, both personal
and financial – and then do everything possible to get the
odds in your favour.
(1989).
 the entrepreneurial process

Five scenarios in which entrepreneurial innovation could occur:

(1) the introduction of a new good, or of a new quality of good,

(2) the introduction of a new method of production,
(3) the opening of a new market
(4) the conquest of a new source of supply of raw materials
and
(5) the carrying about of new organization in any industry

(economist Schumpeter 1936).

 Entrepreneurship
in
Health Care Organizations
 Applying Entrepreneurship to
Health Care Organizations

The health care environment is extremely turbulent,

competitive, and complex.
With managed care rapidly dominating the health care
delivery, strategies to cut costs and improve quality and
access are imperative to organizational survival.
Faced with financial pressures, health care organizations
are emulating market strategies and behaving more like for-
profit businesses.
Entrepreneurship has been thriving in other industries and
should also be used in health care to bring about growth.
Entrepreneurship can and should occur in health care
organizations, especially since all health care organizations
face similar resource scarcity and financial complexities.
Entrepreneurial Leadership
 Premise

Entrepreneurial leadership will

accelerate achievement of
organizational goals, enhance
organizational performance
 What do each of these successful
entrepreneurial leaders have in common?

Entrepreneurial leadership starts with

having an entrepreneurial mindset.
 Entrepreneurial Mindset
Leading like an entrepreneur requires:

– Internal locus of control

– Tolerance for ambiguity
– Willingness to hire people smarter than oneself
– Consistent drive to create, build or change things
– Passion for an opportunity
– Sense of urgency
– Perseverance
– Resilience
– Optimism
– Sense of humor about oneself
 Transformational vs. Entrepreneurial
Leadership
Transformational:
– Bring about a change in existing order
Change is the key

Entrepreneurial:
– Bring about a new order
Create something which did not exist before
– New learning is always involved
Destroy, disrupt, reinvent
 Governpreneurship

Establishing a Thriving Entrepreneurial Spirit

in Government

Robert D. Hisrich Thunderbird

School of Global Management,
USA
Amr Al-Dabbagh Group, Saudi
Arabia
Public sector entrepreneurship is an individual or group
of individuals undertaking activities to initiate change by
adapting, innovating and assuming risk, and recognizing
that personal goals and objectives are less important
than generating results for the organization.
 PUBLIC SECTOR TRANSFORMATION
TOWARDS ENTREPRENEURSHIP

The following are several ways a public sector organization

can transform itself into a more entrepreneurial organization:

- Competitive strategy
- Structure / formalization
- Goals and objectives
- Constituency orientation
- Budget / spending
- Long-term orientation
- Partnership agreement
 Developing entrepreneurial behavior in the government
Opportunity Identification Organizational Competencies
● Active search for dynamism
● Active ● Long term orientation
● Time Frame ● Structural and cultural changes for entrepreneurial success
● Key Focus
Individual Competencies
● Active drive and motivation
● Future orientation
● Transformation from past behavior

Opportunity Facilitation Organizational Competencies

● Concise, defined structural change
● Structure ● Effective human resource policies for change, recruitment, motivation,
● Human Resources training and development
● Leadership ● Environmental scanning

Individual Competencies
● Adaptation to embrace change
● Excelled drive and motivation
● Moderate level of risking taking with the focus on innovative opportunities
to do better
Opportunity Desire and Motivation Organizational Competencies
● Drive to change
● Motivation and Desire to Change ● Long term strategy to change
● Drive to Achieve ● Focused and goal orientated
● Intrinsic and Extrinsic Motivation
Individual Competencies
● Individual desire to change
● Overcome past concerns
● Focused and motivated to achieve

Source: Morris, Michael H. and Foard F. Jones (1999), ‘Entrepreneurship in established organizations: the case of the public sector’, Entrepreneurship Theory and Practice, 24 (1), 71–90.
 The Need for
the Professionalization
of Healthcare Management

16
 Global Consortium
for
Healthcare Management
Professionalization

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Global consortium for healthcare management that has work extensively between January 2013 and
June 2015.
The following organization have participated in the consortium set up by
The International Hospital Federation:

American College of Healthcare Executives

Australasian College of Health Service Management
Canadian College of Health Leaders
European Association of Hospital Managers
Federacao Brasileira de Administradores Hospitalares
Federacion Andina y Amazonica de Hospitales
Federacion Latinoamericana de Hospitales
Health Management Institute of Ireland
Hong Kong College of Healthcare Executives
International Health Services Group
International Hospital Federation
Jamaican Association of Health Services
Management Sciences for Health
Pan American Health Organization
Sociedad Chilena de Administradores en Atención Médica y Hospitalaria
Taiwan College of Healthcare Managers
Tropical Health and Education Trust – Partnership for Global Health
University of the West Indies

All the participants from these institutions have built up a consensus to promote the
foundation of healthcare management professionalization supported by universally 18
recognized competencies that will enhance health care to the people.
 The Consortium calls for the adoption of the
Global Healthcare Management Competency Directory
as the initial basis for healthcare management
development frameworks and programs,
for use by academic institutions and
relevant licensing and accrediting bodies.

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The competencies in the Competency Directory are derived from those in
the
Healthcare Leadership Alliance (HLA) Competency Directory

In addition to the American College of Healthcare Executives, other members

of the Healthcare Leadership Alliance (HLA) are American Association for
Physician Leadership, American Organizations of Nurse Executives, Healthcare
Financial Management Association, Healthcare Information and Management
Systems Society and the Medical Group Management Association 20
 The Healthcare Leadership Alliance Competency Model
MODIFIKASI PERMAPKIN

Interactive Enlightenment
ability capacity
A. Relationship Management A. Personal and Professional
B. Communication Skills Accountability
C. Facilitation and Negotiation B. Professional Development and
Lifelong Learning
C. Contributions to the Community
and Profession

Problem Solving
Attitude
A. General Management
Knowledge B. Financial Management
Driven C. Human Resource
Management
A. Healthcare Systems and D. Organizational Dynamics
Organizations and Governance
B. Healthcare Personnel E. Strategic Planning and
C. The Patient’s Perspective Marketing
D. The Community and the F. Information Management
Environment G. Risk Management
H. Quality Improvement

Leadership includes:
A. Leadership Skills and Behavior
B. Organizational Climate and Culture
C. Communicating Vision
D. Managing Change
Entrepreunership :
- innovative, risk-taking, and
opportunity-driven .
 FINAL WORDS

" It is not the strongest

of the species that survives,
nor the most intelligent
that survives
It is the one that is
most adaptable
to change “
Charles Darwin
 Everybody will be happy

TERIMAKASIH
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