Executive Q&A with Pediatric Cardiologist Glen Iannucci, M.D.
The healthcare landscape is shifting—and shifting faster than anyone could have predicted. Everyone in the industry faces novel challenges as they navigate their institutions into the future, and uncertainty abounds. But one thing is clear: we’ll need diverse perspectives, on every issue, if we’re to find meaningful ways to move forward.
In that spirit, we’re presenting the first in our Executive Q&A Blog Series. We’ll be asking leaders from every sector of healthcare organizations for their input on the day’s most pressing questions.
This interview is with Dr. Glen Iannucci, a pediatric cardiologist. In it, he weighs in on how industry trends are shaping the role of the physician.
- As a physician, how do you capitalize on the opportunity to break down silos within your organization?
You must encourage all parts of your team to work together. It is often something small that is noticed by one member of the team that can make a world of difference for the patient. We had a medical assistant who had seen a patient in the past and noted that she thought the patient’s heart sounds were shifted. The patient had significant scoliosis and pectus deformity complicating her exam, and I had not seen the patient before. The patient had a pneumothorax that required urgent intervention. Our MA made a difference for this patient by speaking up—and this only works in an environment where this is encouraged.
- In what areas do you feel your organization—and your patients—could most benefit from innovation?
Emergence of electronic home monitoring. This needs to be embraced in pediatric cardiology.
- What are you personally doing to strengthen your relationship with patients in today’s consumer-driven economy?
I think that trying to partner with them is of the utmost importance. This is particular true in pediatrics. We try hard to be transparent with regards to care plans so that they know (and feel) that we are working together, rather than apart. I copy many of my patients on their clinic notes and give them my email for access whenever they need it.
- How is your organization preparing to respond to the threats and opportunities emerging from the entrance of non-traditional providers, such as Amazon or CVS, into the healthcare industry?
I think we have to improve our availability. There remains something important about the patient-physician relationship that is hard to capture in one-off visits.
- What does being customer-obsessed mean to you? In your opinion, how close is your organization to achieving customer-obsession?
I would say we have always been about customer service since our group started. We are known for this, and it is important that we remain this way. Because we are a subspecialist group, our customers include both our referring physicians and the patients themselves. Obsession carries a bit of a negative connotation, but otherwise I’d say we’re there.
Dr. Iannucci’s answers make it clear that physicians will have to change to meet the evolving needs of the healthcare consumers. If providers want to thrive, it’s incumbent on them to form stronger partnerships with their patients. Whether or not you agree that this responsibility falls on physicians, it’s certainly a crucial question to consider.
We hope you’ve found this post enlightening. And there will be more to come. Watch our blog for the next installment of our Executive Q&A.