The hospital sector, for the diversity of its actors, is one of the most representative environments of the complexity of governance in public organizations. In this context, managers of public and private hospitals have been invited for the Governance and Leadership session on the third day of the III RNP Forum to discuss the various management strategies for each type of organization. 

“The impact that technology is bringing to the industry, such as telemedicine and all its possibility of action, can change the form of relationship between the doctor and his patients”, said the Symmetics consultant, Rogério Caiuby, moderator of the session.

At the German Hospital Oswaldo Cruz (SP), a private and large philanthropic institution, 12 projects are conducted with the broad health, education, research and management systems. In one of them, of restructuring of public hospitals, the institution operates with six hospitals in the country to improve the quality of patient safety. 

For human and institutional development superintendent of the German Hospital Oswaldo Cruz, Cleuza Enck, some challenges for managing strategy are “the pressure for competitiveness, which requires changes in processes, the increasing number of mobile devices and the changing of profile of those involved in the health care environment”.   

As for the Innovation and Processes supervisor of the Moinhos de Vento Hospital (RS), Melina Schuch, she stressed out that putting e-Health in practice is superposing it with the institution’s processes. To make a better strategy management, the hospital made ​​its directors put themselves in the patients’ shoes in order to understand their experience. “We performed the engagement of people so that they look at the results”, she reported.  

The Strategic manager of the Syrian-Lebanese Hospital (SP), Rute de Freitas, said that philanthropy, in partnership with the Unified Health System (Sistema Único de Saúde - SUS), is among the values ​​of the institution. She reported that, in 2005, the Syrian-Lebanese Hospital suffered a major administrative change, with a new superintendence and, thereafter, several cycles of strategic planning were made to implement this new management culture. 

Representing public hospitals, the Planning and Evaluation advisor of the Board of the Center Hospital of Porto Alegre (Hospital das Clínicas de Porto Alegre), Maria Luiza Malvezzi, pointed out that “a university hospital is an extension of an educational institution which provides academic training in health and provides more complex medical care”.