Leadership in healthcare digital is mostly the work of earning the right to change anything. This section is about the people side of running growth and digital inside a hospital group: building the team, working with clinicians, surviving the politics of centralisation, what a digital head owes the CFO, and managing vendors without becoming their project manager. It also covers the executive seat: what a board should see from digital and growth, sitting on a subsidiary board as an operator, the specialty-mix conversation with the demand data on the table, and succession. The recurring theme is judgement over method: what a growth and digital leader has to unlearn, and where an engineer’s lens helps in a clinical organisation and where it gets in the way. Start here for the full series, pillar first.
Start with: Sitting on a subsidiary board as a growth operator, Unit head versus group: designing the growth operating model and Working with clinicians: earning the right to change anything.
A practical framework for choosing between hospital management degrees, executive programmes, short certificates, free platform training and self-study, with a six-month curriculum built from free resources.
More than 40 hospital marketing interview questions grouped by area, with what interviewers are testing, what strong answers contain, a worked case exercise and red flags for candidates and hospitals.
What the hospital marketing manager role involves, the skills that matter, the routes in from agencies, FMCG, pharma, hospital administration and MBA programmes, and how to make a strong start.
A chief digital officer in an Indian hospital group owns the patient-facing digital estate, the data and integration layer behind it, and increasingly the AI systems now sitting on top of both, as a single accountable mandate rather than a project list split across IT and marketing. This piece sets out what the role actually owns, how it differs from a head of digital or a CMO’s digital remit, and where it should sit on the org chart.
A chief growth officer and a hospital CMO are not the same job wearing two names. A CMO is judged on brand and communication; a chief growth officer is judged on a demand number that includes the funnel, the CRM and often a commercial channel a CMO never touched. This piece draws the line between the two mandates and gives you a way to tell, in your own organisation, which job you actually have.
A chief growth officer in an Indian hospital group owns the demand number across every unit and every source: OPD, IPD, international patients and new categories, with the budget, the funnel and increasingly the sales function attached to it. This piece sets out what the role actually owns, why groups are starting to create it separately from the CMO, and what decides whether it is a real mandate or a title change.
The argument is never really about headcount. It is about which work is continuous and which is episodic, and who stays accountable for the outcome once the contracts are signed.
A practical plan for the first hundred days in a hospital growth role: walk the patient path, find the leaks, fix one thing people can see, and write a plan clinicians will back.
Doctors judge evidence for a living. How to present marketing results to a medical advisory committee so that it becomes a clinical partner rather than a room you survive.
Agency sprawl across hospital units is rarely anyone’s fault. Here is how to design the roster deliberately, around decision rights, shared assets and one review route for patient content.
I use Google Analytics cookies to see which articles are useful. They stay off unless you accept. Privacy policy