Amy Ware, Principal Consultant at OncoEdge Advisory Partners, shared on LinkedIn:
”I read a piece in JCO Oncology Practice, an American Society of Clinical Oncology (ASCO) journal, this week that reinforced something I have seen repeatedly across cancer programs.
We expect cancer programs to perform like enterprises, but rarely structure them like one. Leadership gets spread across dyads, committees, and matrixed reporting, with no single executive accountable for how the whole program performs.
Physician leadership is essential. But access, workforce capacity, infusion utilization, prior authorization, payer performance, and growth are enterprise operating challenges, and they require a dedicated executive with the authority to align strategy, operations, and finance.
The strongest model is a real partnership. The physician leader sets the clinical vision, and the operating executive builds the system that delivers it.
How a cancer program is structured is not a back-office decision. It determines whether clinical excellence, new treatments, and trials reach patients, or get lost between teams and sites.”
Title: Beyond the Dyad: Why Cancer Service Lines Require a Dedicated Operational Executive
Author: Arunkumar Krishnan.
You can also read ‘Building Stronger Childhood Cancer Services with Stavros Niarchos Foundation – World Child Cancer‘
