China's medical sector will usher in a major shuffle!

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China's medical sector will usher in a major shuffle!

Time：2019-06-26 14:38:33 Source： Author：

"China's capital, medical institutions (both inside and outside the system), especially millions of doctors, need to undergo a great pain, subversion, transformation and brainwashing before the new pattern of Chinese medical treatment can be rebuilt. Many entrepreneurs who want to break out of the system and realize the value of life need to emancipate their minds, recast themselves and rebirth their nirvana. All roads must be blocked, leaving one way: to the market! At the beginning of 2018, Professor Li Dinggang, Executive Director of Beijing Ludaopi Hematological Hospital, was interviewed by Visiting the Medical Community. Professor Li's remarks were astonishing.

As a manager of private medical institutions, Professor Li Dinggang has profound and original views on the experience gained and lost in the process of China's medical reform, the predicament and opportunities of doctor liberation and private medical development. Here, he shares with readers.

The success rate of entrepreneurship for mature doctors is less than 5%.

In recent years, with the continuous encouragement of national policies and the drive of medical explorers, China has ushered in a surge of doctors entering the market. In this regard, Li Dinggang said that the era of reform and opening up in China's medical industry has come. Doctors have rushed out of the system innovation and Entrepreneurship from the undercurrent to today's ups and downs, gradually becoming a trend.

But at the same time, Li Dinggang also expressed concern about the trend of doctors'entrepreneurship: the market is a vast ocean, but many doctors can not even swim, how to swim in the ocean? Only a few will be able to swim to the other side and survive and develop.

So what is the success rate of doctor entrepreneurship? Li Dinggang said that even in today's more developed medical market economy in the south, even if the regular army of doctors'entrepreneurship (more than 20 years of clinical experience in tertiary and first-class hospitals, with certain management experience), the success rate of these mature medical talents' entrepreneurship may be difficult to achieve.

Talking about the reasons, Li Dinggang confessed, "Doctors are elite groups, medical school graduates, many doctors are master's and doctor's. But smart people are not necessarily able to go to sea, sail a boat, and sail to the other shore. Once on board, even rudders do not know how to make, especially for the basic knowledge of the market is almost zero. Because in the past 70 years, a group of doctors who were originally "social people" and characterized by free practice has disappeared. In 70 years, doctors in at least two to three generations of systems have no idea what the market is. The transformation of the de-marketization gene and the loss of economic activity ability will be unprecedented challenges for the whole group of entrepreneurs.

"Whether a doctor can run a doctor or not depends on his ability to survive in the market. It has been nearly 40 years since reform and opening up. China's socialist market economy system has been established, and all walks of life have entered the market. But in the past 40 years, medical care has remained basically unchanged, and it is still a planned economy market within the system. Doctors in the system have become accustomed to the iron rice bowl lifestyle, water, fish, no worries about eating and drinking, very happy. Once doctors enter the market, changes will be dramatic. It's no exaggeration to say that the market is like a battlefield, but the roles of civilian doctors and battlefield fighters are two completely different groups. Doctors must be trained, baptized, and know how to adapt to policy changes, price changes, and how to position, plan, operate, brand building and so on. And the basic capabilities of these markets are precisely what Chinese doctors lack at present.

"So now, some doctors have a heart that pops, boils with blood and wants to go to the market, but they often have more than they can afford."

Li Dinggang said that the director of public hospitals from heart to action, run doctor groups, clinics, hospitals, which is in line with the international and the times, is a return to conform to the law of social and economic development, is an inevitable trend of history. It is also the passion impulse and exploration practice of doctors'entrepreneurship that will surely rewrite China's medical pattern in the next 20-30 years.

Therefore, President Li Dinggang acknowledged the doctor entrepreneurship training platform of Medical College, which belongs to the media of Medical Field, and appealed to Chinese doctors to start their own businesses urgently in need of enlightenment education. Otherwise, they might have to take many detours and take many mud pits.

Private hospital tide: will die a large number of, leaving some cream!

Speaking of the current predicament of private medical development in China, Li Dinggang said that the three armies should not be without leaders and commanders. Private medical care in China currently lacks excellent managers. The 70-year history of the de-marketization of the medical system has made the development of private medical care go through an inevitable process of "generation-breaking pain" without wisdom resources, market strategy and managerial concepts.

"Some presidents of public hospitals can be described as a fish in water when they are in public hospitals, but once they leave public hospitals and take the helm in private hospitals, they often suffer terribly and suffer a lot of failures. Not only is great wisdom missing, but even small ideas are scarce. Why? Because they don't have the gene of private hospital management at all, they have gone through generations! The reason is very simple. If we enclose old-age tigers and inbred them for three generations, and release them into the mountains after three generations, can the Tigers with this gene of generations survive in the wild?

What is the reason for this situation? Li Dinggang said that the current managers of public hospitals are not professional hospital managers themselves, let alone have rich and mature experience in the medical market. Their growth process is determined by the organizational departments in the system, assessment and appointment of administration. However, doctors at the level of middle-level department directors have no property rights and no right to participate in administrative decision-making, while ordinary doctors only have technology.

It is understood that at present, China basically opens 5-6 private hospitals every day, but in Li Dinggang's view, these hospitals are basically defeated in the market, see empty courtyards, Menkoro sparrow, opened five dead three.

He admitted that the number of private hospitals has increased, but the number of beds, services, operations and incomes have not increased much. That is the problem. Mainly because of the scarcity of leading personnel, it is difficult for a thousand troops to borrow. It is necessary for the experts of third-class A hospitals such as Zhang Qiang and Wanfeng to replicate the successful system fostered in the system in private hospitals. At present, most doctors still can't understand that they want to be a social person and a free practitioner. Instead, they are accustomed to the system and are willing to be a "unit person" for a lifetime.

"It will take at least five to ten years for private hospitals to change their complementary role to compete with public hospitals. In the future, some of the best hospitals and medical schools will be privately run. Private hospitals will mature. If they are not mature, they will only show that they are still in the early stage. They will burst out quickly during the growth period, leaving a large number of them, leaving behind a little bit, but they are indeed the cream left behind.

With regard to the development opportunities of private medical care, Li Dinggang said that private hospitals will break through from specialty. Some areas with rigid demand and market, such as cataract surgery, can not be done or can not be done well by grass-roots hospitals. This undoubtedly gives a good opportunity for the development of chain ophthalmic hospitals, and some daytime operations will be more reproducible. In addition, with the liberalization of second births, for women and children, obstetric beds and other gaps can be said to be huge, private can take advantage of the void. These opportunities are not only opportunities but also competitive advantages of differentiation.

Li Dinggang said that in order to develop private hospitals, it is necessary to have a sound payment system. Private hospitals must strive for the "equal treatment" of medical insurance payment system, and pay attention to the development of commercial insurance and international insurance market. Therefore, it is suggested that if private hospitals are engaged in Entrepreneurship and innovation, the concept should seek opportunities from commercial insurance and other markets, because the commercial insurance system often pays for the coverage of advanced technology, innovative materials and new drugs, while medical insurance is not supported. In the future, many private hospitals will develop their own business areas in various directions, such as differentiation, scale, refinement and internationalization. Without a perfect payment system, the development of private hospitals will be unsustainable.

"If you are still entangled with health insurance, you will be in trouble. Therefore, we must jump out of the thinking framework of health insurance, because health insurance is a low-level payment system. If you can't jump out, you can only think and act at a low level.

Capital cross-border investment in medical treatment, tuition fees must be paid!

Not only that, in Li Dinggang's view, the hospital is an investment of ten years and a hundred years. And many of the capital cross-border medical, but do not understand medical. At present, a lot of capital has come into the arena passionately and impulsively. Of course, it is a good thing that the government does not spend money on medical treatment, but it is estimated that most of them are wide-ranging cultivation and poor harvest, or even no harvest.

Li Dinggang said that many investors and enterprises are cross-industry, their advantage is to understand the market, understand the economic law, but do not understand medical treatment, not to mention doctors. "At present, there is a fatal weakness in the large-scale medical capital, that is, too confident, too conceited! It seems that capital can dominate everything without respecting the laws of health care and industry, and doctors as the main body of health care and health reform. If you don't understand it, you can borrow your brain and use your think tank, although there is still a lack of high-quality think tank for medical investment in China. But we must not think that we can get everything done by looking for a few deans, experts of public hospitals, or even foreign consulting companies. In fact, this kind of thinking and behavior is very difficult to build a private hospital. This is also a kind of helplessness in the painful era of dynasties. It is necessary to let the enthusiastic and ignorant capital wander in the misunderstanding during the incubation period of the medical capital market. We can hope to pay less tuition fees, but we can't afford not to pay.

"Since about 95% of the high-quality doctor resources are in the system, less than 5% or even only 1-3% out of the system, capital and enterprises have focused on the big cafes in the system. There are many halos on the top of the big cafes. They have long-term monopoly of high-quality resources, and the halos are indeed valuable. Therefore, capital hopes to use the drive of these big cafes for medical treatment."

But Li Dinggang admits that because some big cafes don't have the skills and experience to swim in the sea, they may be flooded. "This is doomed, as early as in the law. But in the initial stage, these investors must pay tuition fees, let them write many failed teaching plans, rethink, in a sense, is also very valuable. Therefore, it can be said that in the initial stage of reform, patients, doctors, hospital directors, investors and the state have to pay tuition fees.

Private hospitals and social capital need to be pushed onto the "Huashan Road"!

As for the recent draft policy of prohibiting public hospitals from jointly running for-profit hospitals with social capital at the national level, Li Dinggang said that it could be said that the national policy was just in time. Otherwise, such so-called cooperation is actually a violation of the principle of fair competition.

"If the state does not close the gap, the people who hold the resources in the system will join hands with capital to take the best resources; if we stop this gap, we should let private hospitals and social capital Huashan Road, and break out a new road! Because it is a parasitic type of development, can not grow towering trees. It's okay to grow a little grass."

It also breeds corruption. The president and doctors work together to find capital. Everyone has equity. For example, the management of the General Hospital of Ningxia Medical University participated in the private hospital incident. This reflects that hospital managers are politically immature, have no market experience, and even do not understand politics.

Finally, Li Dinggang told the Journal of Medical Care: "Therefore, I think that China's capital, medical institutions (both inside and outside the system), especially millions of doctors, must undergo a major pain, subversion, change and brainwashing before a new pattern of medical care in China can be formed. For entrepreneurs who want to go out of the system, they must thoroughly change their concepts, get rid of miscellaneous ideas, break their wrists with the will of a strong man, block all the roads, and choose Huashan Road, that is, to go to the market.

"It's a long process and needs to be reshuffled. What kind of doctors will stay in the national team in the future? What kind of treatment does the national team need to give to keep these doctors? How can provincial and local teams retain talents? What role should private enterprises play? All these need to be paid before the answer can be found.

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