我們四年半的工作，走訪了全中國眾多醫(yī)院。中國不合格的醫(yī)院實在是太多了。因為中國有14億人口，卻只有34,354家醫(yī)院，三甲醫(yī)院只有1,516家。由于大型公立醫(yī)院處于龍頭地位，它們又不愁病人，開門就是現(xiàn)金流，它們難免會不重視病人。如果一家醫(yī)院院長在任期間花了太多精力在建大樓和買設備方面，那我認為他不是一個合格的院長。廣東省有家所謂的高水平醫(yī)院，廣東省財政給了它3個億，市政府又給了它3個億。它手握6個億，開始大買設備。院長都做書記了，副院長都退休了，計劃了3年要發(fā)展學科，要培養(yǎng)人才，結(jié)果什么都沒做，估計錢買設備也花得差不多了。你買了那么多設備，又沒有很牛的醫(yī)生。這家醫(yī)院最終還是一無是處。中國像這樣不合格的醫(yī)院和領導實在是太多了。這真是中國醫(yī)院的悲哀，國家的錢全浪費了，錢全貢獻給了美國的大器械商。你光買了一堆破爛，又沒有一流的人才，整個醫(yī)院從上到下都在混日子。這整個城市的老百姓的醫(yī)療又得不到真正的保障，關鍵還沒有人敢說他們不對，從上到下混水摸魚。對一家醫(yī)院來說，難的是什么？最難的是各種疑難雜癥的病人到了你的醫(yī)院，誰能用最少的錢最簡單的診療方式最快的速度把這些身患重病的病人看好？醫(yī)院有各種各樣的醫(yī)護人員行政人員，他們想法不一致，利益又互有沖突，院長如何把這群人聚攏起來呢？醫(yī)院的工作流程對不對？藥品和耗材的使用是否合理？病人的滿意度如何？醫(yī)院的便利程度怎樣？最關鍵是你有沒有強大的醫(yī)護團隊和行政后勤保障可以讓這所有的困難迎刃而解，如果醫(yī)院不對關鍵學科和重點人才進行重金投入，那未來醫(yī)院靠什么生存？醫(yī)學日新月異，醫(yī)院從來不與國際對標，每年又沒有最新的技術和超前的認知，醫(yī)院就會被同行無情擠壓。真正要把一家醫(yī)院辦好，人才才是第一核心競爭力，人才才是醫(yī)院的重中之重，醫(yī)院如何找到人？如何培養(yǎng)人？如何留住人？如何發(fā)展人？院長難道不值得花十倍百倍的時間和精力來認真應對嗎？畢竟門診病人要一個一個看，手術病人要一臺一臺做。畢竟整個醫(yī)院幫你創(chuàng)造價值的是醫(yī)護人員。 

In the past four and a half years, our team have visited many hospitals across China. We have seen many complacent hospitals. With a population of 1.4 billion, China has only 34,354 hospitals, with only 1,516 grade III-A hospitals. As leading hospitals in China, these large public hospitals are crowded with more than enough patients. Such a large number of patients brings the hospitals huge cash flows, so naturally, they don’t pay enough attention to improving their services. I don’t think a good hospital president would spend too much money on infrastructure construction and equipment purchases. I have recently learned that a high-level hospital in Guangdong Province received the fund of 300 million RMB yuan from the provincial government and another 300 million RMB yuan from the municipal government.With 600 million yuan in hand, the hospital started to purchase a lot of medical devices and equipment. The president of the hospital has been promoted to the Secretary of Party Committee, and the vice president has retired. They had planned to devote themselves to specialty construction and talent cultivation, but nothing has been accomplished. I suppose they have spent all their money on infrastructure construction and equipment purchases. The hospital might have advanced equipment, but not great doctors. At the end of the day, the hospital will not make big progress. There are many complacent hospitals like this in China. This is such a sad story. They have squandered the fund on purchasing American medical devices. All those “great” machines are of no value when they are not used by great doctors. The doctors do not focus on improving themselves since they are not valued. There is no guarantee of high-quality medical services for patients. But no one dares to contradict them. Everybody is muddling along. What is the biggest challenge for a hospital? The biggest challenge is to treat the seriously-ill patients with less costs, shorter time and better results. The medical and administrative personnel in different departments have different interests and thoughts. It is the president’s responsibility to gather them together. Is the workflow reasonable? Is the use of drugs and consumables reasonable? Are the patients satisfied with the hospital? How is the convenience of the hospital? The hospital needs a powerful medical team and administrative support to conquer the challenges. How will the hospital survive if they don’t pay higher attention in key specialties and outstanding talents? Medical science evolves with each passing day. If a hospital never catches up with the up-to-date medical progress in the world every year, it will be beaten by its rivals. To run a hospital well, the president should realize that talents are the core competitiveness of the hospital. How can the hospital find talents? How can they cultivate talents? How can they keep the talents? How can they improve talents? Shouldn’t a president spend much more time and energy on the talents? After all, it requires doctors for outpatient service, and it requires many surgeons and nurses to perform a surgery. After all, it is the talents who create value for the hospital.