Nick Fabrizio PhD, FACMPE, FACHE, is a principal consultant with the MGMA Health Care Consulting Group and serves on the faculty at Cornell University’s Sloan Program in Health Administration, where he has also served as the executive in residence. His primary expertise is in physician practice management and managing complex physician-hospital relationships.
Strategic Healthcare LeadershipCornell Certificate Program
Certificate Program
Strategic Healthcare Leadership (SLNC06)
Tell me more!Online
$3,750
Overview and Courses
A smartly designed, well-executed strategic plan is indispensable not only to an organization’s long-term success, but to its very survival. Today’s healthcare leaders need to lead their organizations and be able to strategically drive initiatives that interact with multiple affiliated entities. Whether you are a senior leader looking to refine your strategic skills or an early to mid-level healthcare professional aspiring to a strategic position, leading strategic initiatives will be key your growth and success as a leader.
The Strategic Healthcare Leadership Certificate provides you with the critical skills you need to lead strategic initiatives in your organization to success through a series of six courses. Ultimately, leaders will increase their effectiveness in leading healthcare organizations through improved knowledge, skills, and practice implementing strategic plans.
For the best experience in this program it is recommended to take these courses in the order that they appear.
This program includes a year of free access to Symposium! These events feature several days of live, highly participatory virtual Zoom sessions with Cornell faculty and experts to explore the most pressing leadership topics. Symposium events are held several times throughout the year. Once enrolled in your program, you will receive information about upcoming events.
Throughout the year, you may participate in as many sessions as you wish. Attending Symposium sessions is not required to successfully complete the certificate program.
Healthcare organizations and the physicians who run them often approach the task of management in much the same way as they approach a patient: they quickly identify symptoms or problems, make a diagnosis or analysis, and develop a treatment plan or solution. While this technique may work when making decisions about day-to-day operations, it's inadequate for evaluating the overall health of an organization and for making long-term survival plans. Effective strategic planning requires healthcare managers to shift their perspective from being a service organization to being a business.
This course teaches you several models to help you lay the foundations of a strategic plan based on the existing strengths, weaknesses, opportunities, and threats facing your organization. Ultimately, you will learn how to collect the right data to help you evaluate whether to invest in, discontinue, or develop certain products and services to ensure any strategic plan you devize will be profitable and in alignment with your organization's mission and vision.
Many medical groups develop strategic plans that are never implemented because the plans did not articulate how to measure progress, did not assign resources to do the work, and did not consider how to report on the goals.
This course asks you to apply organizational information you've gathered using analysis tools such as SWOT, BCG, and Porter's Five Forces to develop a strategic plan that includes specific details about who, what, when, where, and how to work on each of the agreed-upon strategic goals.
Ultimately, this course will equip you with the tools to be able to develop a comprehensive strategic plan that involves the right stakeholders and that aligns with your organization's core mission and values.
The ability to make effective and timely decisions is an essential skill for successful executives. Mastery of this skill influences all aspects of day-to-day operations as well as strategic planning. In this course, developed by Professor Robert Bloomfield, Ph.D. of Cornell University's Johnson Graduate School of Management, you will hone your decision-making skills by following a methodology based on tested actions and sound organizational approaches. You will leave this course better equipped to confidently tackle any decision large or small, and you'll do so in a way that creates the optimal conditions for success.
All leadership is change leadership. Good leadership isn't about stagnation; it's about moving ahead. In this course, Cornell University's Professor Samuel Bacharach, Ph.D., explores the fundamental, practical skills that effective leaders have mastered.
Effective change leaders do three things; they anticipate where things are moving, they facilitate the implementation of change, and they sustain momentum by taking charge and moving things ahead. Great change leaders know how to be both proactive and reactive, as Professor Bacharach explains. Students in this course will examine their own leadership styles and practice skills that will help them translate ideas into organizational results, find ways to overcome organizational inertia, and examine strategies for overcoming individual resistance to change.
What is process thinking? How can it help you improve your healthcare organization?
In this course, you'll explore the concept of process thinking and access several reusable tools to help you develop and improve processes at your organization. You'll examine how to spot what's wrong in a process and determine solutions to those problems.
How can you ensure your organization is providing a service that meets the expectations of both patients and guests? Are there ways your organization could improve customer satisfaction while reducing costs?
In this course, you'll explore how to measure quality and diagnose what's causing issues with quality in your organization. You'll also explore methods for improving processes while maintaining quality at your organization.
Symposium sessions feature three days of live, highly interactive virtual Zoom sessions that will explore today’s most pressing topics. The Leadership Symposium offers you a unique opportunity to engage in real-time conversations with peers and experts from the Cornell community and beyond. Using the context of your own experiences, you will take part in reflections and small-group discussions to build on the skills and knowledge you have gained from your courses.
Join us for the next Symposium in which we’ll discuss the ways that leaders across industries have continued engaging their teams over the past two years while pivoting in strategic ways. You will support your coursework by applying your knowledge and experiences to relevant topics for leaders. Throughout this Symposium, you will examine different areas of leadership, including innovation, strategy, and engagement. By participating in relevant and engaging discussions, you will discover a variety of perspectives and build connections with your fellow participants from various industries.
Upcoming Symposium: June 27-29, 2023 from 11AM – 1PM ET
All sessions are held on Zoom.
Future dates are subject to change. You may participate in as many sessions as you wish. Attending Symposium sessions is not required to successfully complete any certificate program. Once enrolled in your courses, you will receive information about upcoming events. Accessibility accommodations will be available upon request.
How It Works
Course Length
2 weeks
Program duration
3 months
Class Size
Under 35 students
Effort
3-5 hours per week
Format
100% online
Model
Instructor-led
Course Length
2 weeks
Program duration
3 months
Class Size
Under 35 students
Effort
3-5 hours per week
Format
100% online
Model
Instructor-led
Faculty Authors
Nick Fabrizio
Senior Lecturer
Cornell Jeb E. Brooks School of Public Policy
Senior Lecturer, Sloan Program in Health Administration, Cornell University
Robert Bloomfield
Professor
Cornell SC Johnson College of Business
Professor, Samuel Curtis Johnson Graduate School of Management, Cornell University
Since coming to the Johnson Graduate School of Management in 1991, Prof. Robert Bloomfield has used laboratory experiments to study financial markets and investor behavior, and has also published in all major business disciplines, including finance, accounting, marketing, organization behavior, and operations research. Prof. Bloomfield served as director of the Financial Accounting Standards Research Initiative (FASRI), an activity of the Financial Accounting Standards Board, and is currently an editor of an a special issue of Journal of Accounting Research dedicated to Registered Reports of Empirical Research. Prof. Bloomfield has recently taken on editorship of Journal of Financial Reporting, which is pioneering an innovative editorial processes intended to broaden the range of research methods used in Accounting, improving the quality of research execution, and encouraging honest reporting of findings.
As the Johnson School’s Faculty Director of eLearning, Prof. Bloomfield oversees the development of online courses and helps faculty make best use of technology in traditional courses. He is the author of the award-winning eBook, What Counts and What Gets Counted, which can be downloaded for free online, and has used the book as the basis for online courses offered through eCornell, as well as award-winning teaching in Johnson’s Executive MBA programs.
McKelvey‑Grant Professor Emeritus, Cornell ILR School
Samuel Bacharach is the McKelvey-Grant Professor Emeritus and Director of the Smithers Institute at the Cornell ILR School. He received his B.S. in economics from NYU., and his M.S. and Ph.D. from the University of Wisconsin.
Upon joining the Cornell faculty in 1974, Dr. Bacharach spent most of his time working on negotiation and organizational politics, publishing numerous articles and two volumes (“Power and Politics in Organizations” and “Bargaining: Power, Tactics, and Outcome,” both with Edward J. Lawler). In the 1980s he continued working on negotiation but shifted emphasis to the study of complex organizations, with the empirical referent being schools. Besides his academic articles, Dr. Bacharach has published a number of books on school management and leadership, such as “Tangled Hierarchies” (with Joseph Shedd) and “Education Reform: Making Sense of It All.”
Glen W.S. Dowell
Professor
Cornell SC Johnson College of Business
Associate Professor of Management and Organizations, Johnson Graduate School of Management
Glen Dowell is an Associate Professor of Management and Organizations at the Johnson Graduate School of Management, Cornell University. He researches in the area of corporate sustainability, with a focus on firm environmental performance. Recent projects have investigated the effect of local demographic factors on changes in pollution levels, the role of corporate merger and acquisition in facilitating changes in facility environmental performance, and the relative influence of financial return and disruption on the commercial adoption of energy savings initiatives.
Professor Dowell’s research has been published in Management Science, Organization Studies, Advances in Strategic Management, Strategic Management Journal, Organization Science, Journal of Management, Industrial and Corporate Change, Journal of Business Ethics, and Administrative Science Quarterly. He is senior editor at Organization Science and co-editor of Strategic Organization, is on the editorial boards of Strategic Management Journal and Administrative Science Quarterly, and represents Cornell on the board of the Alliance for Research in Corporate Sustainability (ARCS). He is also the Division Chair for the Organizations and Natural Environment Division of the Academy of Management.
Professor Dowell teaches Sustainable Global Enterprise and Critical and Strategic Thinking. He is a faculty affiliate for the Center for Sustainable Global Enterprise and a faculty fellow at the Atkinson Center for a Sustainable Future.
Rohit Verma
Professor
Cornell's Nolan School of Hotel Administration
Founding Provost, VinUniversity; Professor, School of Hotel Administration, Cornell University
Rohit Verma (Professor, Operations, Technology, and Information Management area; School of Hotel Administration; Cornell SC Johnson College of Business) is currently on leave from Cornell University and serving as the Founding Provost/Rector (Chief Academic Officer) of VinUniversity, Hanoi, Vietnam. Prior to his current appointment, Dr. Verma was the Dean of External Relations for Cornell SC Johnson College of Business (May 2016 – June 2019), Singapore Tourism Board Distinguished Professor (January 2014 – June 2019), Executive Director of Cornell Institute for Healthy Futures (July 2015 – June 2018), and Executive Director of Cornell Center for Hospitality Research (July 2009 – June 2012).
Nick Fabrizio
Senior Lecturer
Cornell Jeb E. Brooks School of Public Policy
Senior Lecturer, Sloan Program in Health Administration, Cornell University
Nick Fabrizio PhD, FACMPE, FACHE, is a principal consultant with the MGMA Health Care Consulting Group and serves on the faculty at Cornell University’s Sloan Program in Health Administration, where he has also served as the executive in residence. His primary expertise is in physician practice management and managing complex physician-hospital relationships.
Robert Bloomfield
Professor
Cornell SC Johnson College of Business
Professor, Samuel Curtis Johnson Graduate School of Management, Cornell University
Since coming to the Johnson Graduate School of Management in 1991, Prof. Robert Bloomfield has used laboratory experiments to study financial markets and investor behavior, and has also published in all major business disciplines, including finance, accounting, marketing, organization behavior, and operations research. Prof. Bloomfield served as director of the Financial Accounting Standards Research Initiative (FASRI), an activity of the Financial Accounting Standards Board, and is currently an editor of an a special issue of Journal of Accounting Research dedicated to Registered Reports of Empirical Research. Prof. Bloomfield has recently taken on editorship of Journal of Financial Reporting, which is pioneering an innovative editorial processes intended to broaden the range of research methods used in Accounting, improving the quality of research execution, and encouraging honest reporting of findings.
As the Johnson School’s Faculty Director of eLearning, Prof. Bloomfield oversees the development of online courses and helps faculty make best use of technology in traditional courses. He is the author of the award-winning eBook, What Counts and What Gets Counted, which can be downloaded for free online, and has used the book as the basis for online courses offered through eCornell, as well as award-winning teaching in Johnson’s Executive MBA programs.
Samuel Bacharach
Professor
Cornell ILR School
McKelvey‑Grant Professor Emeritus, Cornell ILR School
Samuel Bacharach is the McKelvey-Grant Professor Emeritus and Director of the Smithers Institute at the Cornell ILR School. He received his B.S. in economics from NYU., and his M.S. and Ph.D. from the University of Wisconsin.
Upon joining the Cornell faculty in 1974, Dr. Bacharach spent most of his time working on negotiation and organizational politics, publishing numerous articles and two volumes (“Power and Politics in Organizations” and “Bargaining: Power, Tactics, and Outcome,” both with Edward J. Lawler). In the 1980s he continued working on negotiation but shifted emphasis to the study of complex organizations, with the empirical referent being schools. Besides his academic articles, Dr. Bacharach has published a number of books on school management and leadership, such as “Tangled Hierarchies” (with Joseph Shedd) and “Education Reform: Making Sense of It All.”
Glen W.S. Dowell
Professor
Cornell SC Johnson College of Business
Associate Professor of Management and Organizations, Johnson Graduate School of Management
Glen Dowell is an Associate Professor of Management and Organizations at the Johnson Graduate School of Management, Cornell University. He researches in the area of corporate sustainability, with a focus on firm environmental performance. Recent projects have investigated the effect of local demographic factors on changes in pollution levels, the role of corporate merger and acquisition in facilitating changes in facility environmental performance, and the relative influence of financial return and disruption on the commercial adoption of energy savings initiatives.
Professor Dowell’s research has been published in Management Science, Organization Studies, Advances in Strategic Management, Strategic Management Journal, Organization Science, Journal of Management, Industrial and Corporate Change, Journal of Business Ethics, and Administrative Science Quarterly. He is senior editor at Organization Science and co-editor of Strategic Organization, is on the editorial boards of Strategic Management Journal and Administrative Science Quarterly, and represents Cornell on the board of the Alliance for Research in Corporate Sustainability (ARCS). He is also the Division Chair for the Organizations and Natural Environment Division of the Academy of Management.
Professor Dowell teaches Sustainable Global Enterprise and Critical and Strategic Thinking. He is a faculty affiliate for the Center for Sustainable Global Enterprise and a faculty fellow at the Atkinson Center for a Sustainable Future.
Rohit Verma
Professor
Cornell's Nolan School of Hotel Administration
Founding Provost, VinUniversity; Professor, School of Hotel Administration, Cornell University
Rohit Verma (Professor, Operations, Technology, and Information Management area; School of Hotel Administration; Cornell SC Johnson College of Business) is currently on leave from Cornell University and serving as the Founding Provost/Rector (Chief Academic Officer) of VinUniversity, Hanoi, Vietnam. Prior to his current appointment, Dr. Verma was the Dean of External Relations for Cornell SC Johnson College of Business (May 2016 – June 2019), Singapore Tourism Board Distinguished Professor (January 2014 – June 2019), Executive Director of Cornell Institute for Healthy Futures (July 2015 – June 2018), and Executive Director of Cornell Center for Hospitality Research (July 2009 – June 2012).
Key Course Takeaways
- Recognize and compensate for psychological factors in yourself and in others that affect decision quality
- Establish responsibilities and accountabilities to ensure effective follow-through on decisions made
- Find ways to develop an effective agenda for change
- Identify strategies for dealing with inertia and resistance
- Evaluate initiatives for their applicability in reaching targets
- Create a strategic vision for your organization
- Identify areas for improvement and potential growth
- Develop a strategic plan that includes a set of strategic goals and an action plan for each goal
- Monitor progress and refine the strategic plan based on results
- Use quality improvement methods to identify areas for improvement at your organization
- Create an action plan to improve decision-making at your organization
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What You'll Earn
- Strategic Healthcare Leadership Certificate from Cornell University's Jeb E. Brooks School of Public Policy and the SC Johnson College of Business
- 60 Professional Development Hours (6 CEUs)
- 17 Professional Development Units (PDUs) toward PMI recertification
- 20 Professional Development Credits (PDCs) toward SHRM-CP and SHRM-SCP recertification
- 20 Credit hours towards HRCI recertification
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Who Should Enroll
- Hospital and healthcare facility administrators
- VP level and C-suite executives
- Hospital board members
- Department directors
- Senior level healthcare professionals looking to refresh their strategic skills
- Healthcare professionals with supervisory, management or executive-level responsibilities
- Early to mid-level healthcare professionals looking to move into a strategy position
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Strategic Healthcare Leadership
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