Chapter 18: Resilience in Leadership and a Presidency Defined by Innovation
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Description
Ms. Hay begins by explaining that resilience is a key quality for a leader, particularly in a physician-led institution.
She talks about the importance of innovation and strategic thinking at MD Anderson, observing that innovation may define Dr. DePinho’s legacy at MD Anderson. She explains that she visualizes a “perfect storm” coalescing, where the institution is on the “cusp of greatness.”
Identifier
HayAC_02_20150602_C18
Publication Date
6-2-2015
City
Houston, Texas
Interview Session
http://openworks.mdanderson.org/mchv_interviewsessions/200" target="_self"> Amy Carpenter Hay, Oral History Interview, June 02, 2015
Topics Covered
The University of Texas MD Anderson Cancer Center - Institutional Change; Leadership; Institutional Mission and Values; MD Anderson Culture; The MD Anderson Brand, Reputation; This is MD Anderson; Building/Transforming the Institution; Multi-disciplinary Approaches; Growth and/or Change
Transcript
Tacey Ann Rosolowski, PhD:
Interesting, interesting. So, what do you think has enabled you to rise and succeed? You know, how would you evaluate your personal style? I mean, you’ve talked in general about consensus, but, you know, is there s—what’s more subtle and deeper there about what you bring as an individual?
Amy Carpenter Hay:
I mean, I think the question is more geared to, “How did you accomplish getting here?” You know, I think that’s kind of the way that I would look at it. I’ll work harder and longer than anyone. I have more passion about what I do and who I do it for than my counterparts. You know, I’ve—the resilience factor is important around here. [laughs] And I think that is something that has to be taught over time.
Tacey Ann Rosolowski, PhD:
What do you mean, “resilience factor”?
Amy Carpenter Hay:
MD Anderson is an incredible institution, but it is a physician-led organization. And oftentimes, from a Business Development perspective, that can be challenging. Change is hard. What I do pushes people to change every single day. So that takes a lot of thoughtfulness and, quite frankly, a lot of emotional commitment, to make that happen. It’s constantly thinking about the chess board if you will. So, what do we need to accomplish as an institution, and how do we get there? What are the steps required? And how do I—how do I behave today in order to get what I need to get one three months from now? And it’s—it takes some—it takes some planning in order to make that happen.
Tacey Ann Rosolowski, PhD:
You know, I’ve been struck—’cause you’re talking about strategic thinking, and a word you’ve been using a lot today is innovation, you know? Sort of creativity, strategic thinking—where did that come from?
Amy Carpenter Hay:
I think that’s the—I, personally, think that’s the dynamics of the future. You know, I—you know, everything I—I’m an avid reader, and so I’m constantly kind of challenging myself on what is—what’s next? What’s the future hold? I think that mentality, as well, is starting to get more ingrained in MD Anderson as an institution. And, you know, I attribute that back to Dr. DePinho again. It’s—innovation was a word that—I think it may define his presidency. It may define what he leaves as his legacy. And I think all of us have gotten not only passionate about that but are constantly trying to find the best angle for MD Anderson to accomplish [inaudible]. So, it is a word I use a lot—maybe too much. But it is because I think innovation is the key to what we’re doing. It’s the key to solving the cure. It’s the key to really making impact across a global healthcare crisis in a time when we are, ourselves, financially, in a healthcare crisis. So, it’s almost as if we’re entering into the perfect storm. You know, we have all these incredible advances happening. We have all of this technology at our fingertips. Yet healthcare finance is a mess, and the status of academic organizations is being questioned. And funding for research is drying up. And most new drugs can’t make it even through the pharma pipeline without being cut. So, we have all of these inhibitors, but at the same time we’re at the cusp of greatness around immunology and genetic testing. And how do we start looking at panels, and using that as a predictive indicator of who’s gonna respond to which chemotherapies? So, it kind of goes back to—I think that’s the—that’s the future.
Tacey Ann Rosolowski, PhD:
Mm-hmm. Well, I wasn’t pointing out your use of the word innovation to be in any way judgmental.
Amy Carpenter Hay:
Oh, no, no, no. [laughs] No, no.
Tacey Ann Rosolowski, PhD:
I was—I’m a professional listener, so I listen for those sorts of cues. And, yeah, I mean, it’s kind of interesting that, in a certain generation that I’ve interviewed, there was almost—certainly a reluctance to use the word creativity, and a shift away from the use of the word creativity to innovation. And then, even not too much discussion about innovation—not that people weren’t being innovative, but that wasn’t like a big key word. And obviously we’ve entered a time now when that is an important word to bring in, as part of the culture. You know, what is—what is the present and the future of MD Anderson? So, very, very interesting perspective. I wondered if there’s anything final that you’d like to say? No?
Amy Carpenter Hay:
No, I mean, I think we’ve kind of—I’ve had a—an opportunity to kind of talk about, you know, the future as I see it, and where we’re headed. I do think that where we’re headed is very important. It has the opportunity to really make not just a lasting impact, but a global impact on cancer. So, my pleasure.
Tacey Ann Rosolowski, PhD:
Yeah, it’s been a pleasure. Very interesting. And I want to thank you for your time today.
Amy Carpenter Hay:
No, it’s great. Thank you.
Tacey Ann Rosolowski, PhD:
All right. And I just want to say, for the record, I am turning off the recorder at twenty-one minutes after three.
Recommended Citation
Hay, Amy Carpenter and Rosolowski, Tacey A. PhD, "Chapter 18: Resilience in Leadership and a Presidency Defined by Innovation" (2015). Interview Chapters. 967.
https://openworks.mdanderson.org/mchv_interviewchapters/967
Conditions Governing Access
Open
