The Lean Factor

Abstract

It seems fitting that this issue of BI&T focuses on succession planning. This is my introductory issue as managing editor of the journal and director of publications at AAMI, succeeding Susan Gillespie who has moved into a new role at AAMI as a director of standards.It's never easy to step into someone else's shoes. Factor in complicated subjects, the need to learn about the profession, pressing deadlines, and the challenges can be daunting. Thankfully, my AAMI colleagues, members of the BI&T Editorial Board, and AAMI members have provided me helpful guidance.As the cover story in this issue of BI&T points out, change isn't easy, but anticipating change—and planning for it—is crucial to the success of any enterprise. A key part of that process is developing effective leaders who aren't afraid of change. Succession planning is one way to identify those individuals and help them to map their career development. As the cover story details, some organizations already have official succession programs designed to identify and groom in-house talent for expanded roles. Others take a more informal approach. In any organization, putting out the daily fires often takes precedence over the kind of strategic planning that is needed to build for the future. Experts agree that's a problem.I've seen this firsthand as it relates to the troubled newspaper industry, first as a reporter and editor for The Miami Herald and then throughout a 17-year career with the Newspaper Association of America. Because traditional media executives failed to grasp the Internet's effect on their business model, they didn't plunge headfirst into the world of digital media. Today, they're paying a huge price.Media critic Ken Auletta, whose new book is Googled: The End of the World as We Know It,” talked about this lack of vision in a recent interview that aired on C-SPAN:Consider that advice as it relates to succession planning and the changing biomedical technology field. Who's leaning forward in your organization?