我們四年半的工作，走訪了全中國(guó)眾多醫(yī)院。中國(guó)不合格的醫(yī)院實(shí)在是太多了。因?yàn)橹袊?guó)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(kāi)門就是現(xiàn)金流，它們難免會(huì)不重視病人。如果一家醫(yī)院院長(zhǎng)在任期間花了太多精力在建大樓和買設(shè)備方面，那我認(rèn)為他不是一個(gè)合格的院長(zhǎng)。廣東省有家所謂的高水平醫(yī)院，廣東省財(cái)政給了它3個(gè)億，市政府又給了它3個(gè)億。它手握6個(gè)億，開(kāi)始大買設(shè)備。院長(zhǎng)都做書(shū)記了，副院長(zhǎng)都退休了，計(jì)劃了3年要發(fā)展學(xué)科，要培養(yǎng)人才，結(jié)果什么都沒(méi)做，估計(jì)錢買設(shè)備也花得差不多了。你買了那么多設(shè)備，又沒(méi)有很牛的醫(yī)生。這家醫(yī)院最終還是一無(wú)是處。中國(guó)像這樣不合格的醫(yī)院和領(lǐng)導(dǎo)實(shí)在是太多了。這真是中國(guó)醫(yī)院的悲哀，國(guó)家的錢全浪費(fèi)了，錢全貢獻(xiàn)給了美國(guó)的大器械商。你光買了一堆破爛，又沒(méi)有一流的人才，整個(gè)醫(yī)院從上到下都在混日子。這整個(gè)城市的老百姓的醫(yī)療又得不到真正的保障，關(guān)鍵還沒(méi)有人敢說(shuō)他們不對(duì)，從上到下混水摸魚(yú)。對(duì)一家醫(yī)院來(lái)說(shuō)，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(shuí)能用最少的錢最簡(jiǎn)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(hù)人員行政人員，他們想法不一致，利益又互有沖突，院長(zhǎng)如何把這群人聚攏起來(lái)呢？醫(yī)院的工作流程對(duì)不對(duì)？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(guān)鍵是你有沒(méi)有強(qiáng)大的醫(yī)護(hù)團(tuán)隊(duì)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(duì)關(guān)鍵學(xué)科和重點(diǎn)人才進(jìn)行重金投入，那未來(lái)醫(yī)院靠什么生存？醫(yī)學(xué)日新月異，醫(yī)院從來(lái)不與國(guó)際對(duì)標(biāo)，每年又沒(méi)有最新的技術(shù)和超前的認(rèn)知，醫(yī)院就會(huì)被同行無(wú)情擠壓。真正要把一家醫(yī)院辦好，人才才是第一核心競(jìng)爭(zhēng)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(zhǎng)難道不值得花十倍百倍的時(shí)間和精力來(lái)認(rèn)真應(yīng)對(duì)嗎？畢竟門診病人要一個(gè)一個(gè)看，手術(shù)病人要一臺(tái)一臺(tái)做。畢竟整個(gè)醫(yī)院幫你創(chuàng)造價(jià)值的是醫(yī)護(hù)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.