Leaders in the orthopedic field spoke with Becker’s about a number of industry topics in September, from continued consolidation to excitement around ASC growth.
Here is what eight orthopedic industry leaders told us in September:
How 1 orthopedic group tackles staffing and turnover
Brian Larkin, MD. Chief Medical Officer of Orthopedic Centers of Colorado (Denver): At Orthopedic Centers of Colorado, we realize our best assets are our people, and in the current staffing market, we need to retain our talented staff and endear new hires to our culture. Today, we are challenged by increases in staffing costs, and turnover remains a persistent problem.
Our most successful strategy in combating these challenges has been to foster an environment that is welcoming and rewarding. We regularly highlight the amazing things our staff are doing across the organization and engage employees directly to help solve problems in their work streams. We want everyone to know they have a voice in our success.
What’s exciting orthopedic leaders
John Brady. CEO of Fox Valley Orthopedics (Geneva, Ill.): The growing recognition of ASCs as an optimal site of care for orthopedic surgery has me very bullish on the practice of orthopedics. Patients want access to ASCs and understand they can receive high-quality, convenient care without having to deal with the hospital setting. The opening of the Medicare IPO list also sends a clear message to payers that patients are well cared for in the ASC setting. This will lead to payer preference due to the greater efficiency and cost effectiveness of ASC operations. This advance will give independent practices greater opportunities to compete against large health systems and academic centers, which supports the triple aim of improved quality, cost and access to care.
The orthopedic innovations transforming patient outcomes
Brian Waterman, MD. Chief and Fellowship Director of Sports Medicine and Professor of Orthopaedic Surgery at Wake Forest University School of Medicine (Winston-Salem, N.C.): Robotic and augmented reality-assisted surgery are among the most exciting recent advances. These technologies enhance precision, reduce outliers and standardize outcomes. Real-time feedback, intraoperative guidance and patient-specific instrumentation serve as force multipliers in sports medicine and shoulder surgery.
Orthopedic leaders predict the biggest disruptors ahead
Albert Lin, MD. Chief of Shoulder Surgery and Associate Chief of Sports Medicine at University of Pittsburgh Medical Center: AI will completely alter the landscape of medicine. From real-time documentation with AI-generated notes, to big data analysis that drives research and outcome prediction, to radiologic interpretation, AI will change how we practice. Harnessed positively, it promises to be one of the most exciting disruptors in the coming decades.
How orthopedic leaders envision long-term success
Adam Bitterman, DO. Chair of the Department of Orthopaedic Surgery at Huntington (N.Y.) Hospital: Long-term success requires unwavering commitment to outcomes paired with operational efficiency. Leaders should invest in evidence-based practices, surgical innovation and quality improvement while also building systems that streamline patient flow and scheduling. Protecting physician and staff well-being is equally vital — through mentorship, collaboration, support staff integration and technologies that reduce administrative burden.
What’s surprising orthopedic surgeons?
Jeffrey Ziberfarb, MD. Orthopedic Surgeon at Beth Israel Deaconess Medical Center (Boston): What has surprised me the most in the past five years is the ease with which hospitals have bought up primary care physician practices. This is disruptive to prior orthopedic patient referral patterns, as there are incentives to keep these patients in house. This has led to even more loss of autonomy, difficulty obtaining primary care and lack of patient satisfaction. Fortunately, patients do respond to high-quality patient-centered care and will continue to stay loyal to those of us still in private practice.
What tomorrow’s orthopedic surgeons will value most
James Chen, MD. Orthopedic Surgeon at DISC Surgery Center (Newport Beach, Calif.): I believe the next generation of orthopedic surgeons will continue to value what has always been at the heart of our profession: the ability to restore mobility, function and quality of life for patients. While technology, innovation and practice models will inevitably evolve, the fundamental motivation remains unchanged. The greatest reward in our field is the intangible satisfaction of helping others regain independence and live without pain. That sense of purpose has drawn us into medicine, and it will continue to inspire future generations of surgeons.
Trump’s order revocation sparks orthopedic consolidation debate
Bruce Ziran, MD. Orthopedic surgeon at Atlanta Orthopedic Institute: The ability of hospital systems to merge will significantly impact orthopedics and other specialties. Consolidation turns large systems into corporate entities that commoditize physicians. This shows up in several ways: growth in costly administrative roles, physicians treated as replaceable, restrictive contracts, vendor decisions made without surgeon input, and underpaid but critical surgical support staff. Meanwhile, hospitals prioritize capital purchases like robots over investing in people.
Allowing more consolidation is not a good idea. While some younger surgeons are drawn to steady employment, many eventually leave what they see as exploitative arrangements. The best surgeons seek practices that offer support and autonomy, while corporate entities risk being left with less engaged talent. I see a grassroots movement toward medium-sized groups, though private equity poses its own risks. My hope is that independence will endure, but I fear many will be pulled into corporate or [private equity] models.
