麦肯锡-下一个专业：疗法的CEOHealthCare组织面临着不断增长的申诉（英）

Healthcare PracticeThe next specialty: The physician CEOHealthcare organizations face growing complexity, and physicians are eager to step in, drawing on their distinct expertise. Here’s how their CEO potential can be unlocked to achieve both mission and margin.This article is a collaborative effort by Amit Shah, MD, Laura Medford-Davis, MD, and Sanjiv Baxi, MD, and David Knott, Kurt Strovink, and Ramesh Srinivasan, representing views from McKinsey’s Healthcare and CEO Excellence Practices.June 2025Today, healthcare leaders in many countries are navigating an era of accelerating complexity, defined by financial pressures, shifting demographics, and evolving consumer expectations and care delivery models. To meet this moment, CEOs will need to guide their organizations through a period of reinvention and reimagination—in service of achieving both mission and margin.Physicians may be well suited to answer this call, bringing with them a desire to improve patient care and the strengths of clinical training. In our recent McKinsey Physician Leadership Survey, more than half the respondents cite an interest in broadening their impact on patients as a top motivator for expanding their leadership mandate (see sidebar “Research methodology”).1 And given the CEO role’s unmatched ability to shape enterprise direction and patient outcomes at scale, it’s not surprising that many of these physicians aspire to lead from the CEO’s seat.In fact, nearly 60 percent of surveyed US physician leaders expressed interest in becoming a CEO—a striking contrast to the roughly 15 percent of healthcare CEOs in the United States today who come from clinical backgrounds.2 This ambition prompts a consequential question for the future of healthcare: How can this aspiration be harnessed so that the next generation of physician CEOs can successfully deliver both health outcomes and enterprise performance?This article is the first in a series that will address this question. Building on decades of McKinsey research on how to support CEOs across the four seasons of their tenure and on what defines CEO excellence across industries (see sidebar “CEO excellence”), we turn our attention here to an extraordinary yet often underrepresented group of leaders: physicians. Our conversations with US physician and nonphysician healthcare and life sciences CEOs, CEO coaches, executives, and executive recruiters reveal that there is significant untapped potential for physicians to enter their next specialty and lead healthcare and life sciences as future CEOs.From leading care to leading companiesCultivating the pipeline of physician leaders requires closing the skills gaps by building business and leadership experiences, which are often overlooked in conventional medical training; addressing the challenges that arise from perceptions of physicians’ capabilities; and unlocking physicians’ leadership potential by honing the strengths gained through clinical training.Closing skills gaps and addres