CEO Cortez set on transforming St. Luke’s into a first-rate academic medical centre

Dr. Edgardo R. Cortez uses strategic managemento move the world-class hospital forward.

St. Luke’s Medical Center is known as one of the top hospitals in the Philippines, and its Taguig hospital is one of the most beautiful in the world, according to US-based Healthcare Management News and Insights. Healthcare Asia interviewed SLMC’s president and CEO Dr. Edgardo R. Cortez, who gave us an insight into what it’s like to be in his distinguished position.

What makes you excited about your position?

I am a surgical oncologist by profession. In my 31 years of practice, I have witnessed the plight of patients afflicted with diseas, as well as people searching for prevention of various medical conditions. I empathize with what they feel and the difficulties that their family members have
to endure in the course of their illnesses. 

It may be from mundane issues like who can accompany a patient during confinement to the grim reality of losing a loved one. I have also shared the joy with patients and their families after having a successful surgical procedure or announcing the absence of cancer and the like.

Given the chance to run the affairs of a first rate medical facility like St. Luke’s, I am excited about the prospect of improving the delivery of state of the art healthcare that our patients deserve. We also have the unique chance to contribute new knowledge through medical research, and to train the new breed of specialists in the various fields of medicine.

What three goals are you focused on?

First, provide world class clinical outcomes or success rates through education, training and research. Second, improve quality of care and patient safety. Third, provide a great patient experience. What would you do differently in this position? I would provide an open, transparent and consultative leadership. I would like to identify great ideas from the people and transform them into actions which will propel the organization to achieve greater heights. I would engage the doctors in a partnership where they will also have a responsibility to the patients and the institution
as well, rather than simply treating them as clients. I will put the patient in the centre, use data to drive decisions, and evaluate performance based on metrics.

What changes are you planning?

The transformation of our set up to a functional organization; the transformation of the Medical Center into an internationally recognized academic
medical center; intensive use of IT solutions to enhance efficiency; promote St. Luke’s and the Philippines as a medical tourism destination; promote a culture of patient safety inside and outside St. Luke’s; promote ethical practice and professionalism in the workplace through a formal program; enhance service efficiency, clinical outcomes, customer focus to attain a great patient experience; enhance data collection and provide a good
electronic medical record.

What are your key business philosophies?

Strategic management – knowing who we are, where we want to go and how we want to play; simplicity in the face of complexity in the healthcare environment; attaining agility in the face of a highly competitive environment; reinventing ourselves through innovation in healthcare excellence; knowing the needs of our patients through adequate customer analytics; making data-driven decisions tempered by experience; empowering people.

How have previous positions prepared you for this one?

Leading five professional national organizations taught me leadership, teamwork, and how to deal with people. These positions included the Presidency of the Philippine College of Surgeons, Surgical Oncology Society of the Philippines, Philippine Academy for Head and Neck Surgery, Philippine Association of Training Officers in Surgery and Chairmanship of the Philippine Board of Surgery.

Twenty-five years of teaching Surgery in a university hospital taught me the value of education, training, research and commitment to life long learning. Attending business courses at the Asian Institute of Management, the Advanced Executive Education Program at the Kellogg School of Management at Northwestern University and exposure to my mentors have put in place the final piece in the puzzle – running a corporate business enterprise transposed to the healthcare industry.

Is there anything else you would like to add?

The major health challenge now and in the future is aging. This is the consequence of a longer life span due to better healthcare. As a result, we will see more degenerative illnesses. In the near future, healthcare facilities will be evaluated on how well they can care for these chronic diseases, and there will be an increasing demand for continuing care in the community. We must address this challenge now or we will be too late.