For Dr. Katrien Bervoets, Chief Medical Officer and General Medical Director at ZAS, it is therefore essential that physicians have the opportunity to develop not only as clinicians, but also as leaders. By doing so, they can increase their impact within their teams and departments while helping shape the future of their organization.
This vision formed the foundation of the leadership development program that ZAS and Antwerp Management School created together. What began as a response to a specific need within the hospital evolved into a strategic initiative that empowers physicians to consciously embrace their role as leaders.
When healthcare becomes more complex
Katrien Bervoets began her career in intensive care medicin. For several years, she worked closely with patients in an environment where expertise, responsibility, and rapid decision-making converge every day. From there, she was promoted to Chair of the Medical Council, before assuming her current role as Chief Medical Officer and General Medical Director at ZAS.
This career path has given her a unique perspective on the changing reality of healthcare. “In the past, as a physician, you knew almost everyone in the hospital. Today, we work in much larger and more complex organizations. That brings significant advantages in terms of quality and expertise, but it also requires a different way of collaborating and decision-making.”
As physicians become increasingly involved in strategic and operational matters, medical expertise alone is no longer sufficient to navigate this complexity. Physicians are expected to contribute to discussions about the future of their department, their hospital, and ultimately the healthcare system as a whole.
That requires a different set of competencies and experiences. While many physicians have a clear vision of where they want to take their specialty or department, Katrien believes the real challenge often lies in translating that vision into action. “How do you get there? How do you translate ambition into a concrete roadmap? Those are skills you do not learn during medical school.”
Bridging the gap between physicians and management
Within ZAS, this need became increasingly apparent, not because physicians lacked expertise, but because different professional worlds did not always understand one another. “We noticed that communication challenges sometimes arose. Not because people were unwilling to collaborate, but because they were literally speaking different languages.”
For Katrien, this is one of the most important responsibilities of medical leaders. She often describes it as a form of bilingualism. “You need to continue speaking the language of physicians while also understanding the language of governance and management. Only then can you build bridges.” That shared language forms the foundation of a strong hospital and, by extension, a sustainable healthcare system. When physicians and executives are able to align around a common vision for the future, real progress becomes possible.
Leadership as a collective movement
This belief led to the creation of the leadership development program that ZAS developed in partnership with Antwerp Management School. The goal was never to turn physicians into managers, Katrien emphasizes. Rather, it was to strengthen them in their role as medical leaders. “Medical training teaches you a great deal about physician-patient interactions and clinical expertise. But topics such as strategy development, vision building, and organizational development receive little attention.”
Following the success of an earlier program, ZAS and AMS recently launched a new development track for physicians who currently hold or aspire to hold leadership positions. The program is tailored to different levels of experience. For more experienced medical leaders, many of whom are participating in leadership training for a second time, the emphasis is on strategic challenges and organizational development. For physicians at the beginning of their leadership journey, the focus is on leadership fundamentals and team development.
According to Katrien, the connections formed throughout the program are just as valuable as the curriculum itself. “The course content is important. But honestly? The conversations during breaks and lunch sessions are at least as valuable.” It is in these informal moments that something emerges which is difficult to capture in a curriculum. “You get to know colleagues in a completely different way. People you have known for years only within a clinical context suddenly reveal strong ideas about strategy, collaboration, and organizational development. That is incredibly inspiring.” What started as a training program has grown into something much bigger. “It has actually become a community of physicians who are collectively thinking about the future of healthcare.”
Becoming one team
Leadership development gained additional significance during the merger between ZNA and GZA, which resulted in the creation of today’s ZAS. With multiple campuses, larger teams, and a new organizational structure, collaboration became more complex than before. Physician groups that had previously worked alongside, or even in competition with, one another now had to build a single organization together. “The merger did not just create greater scale. It also raised new questions. How do you bring different groups together? How do you create one shared vision? How do you ensure people feel connected to the same story?”
Leadership development plays a crucial role in answering those questions. “The program helps physicians look beyond their own department. They learn to think about what is best for the organization as a whole. That directly contributes to becoming one ZAS.”
This broader perspective is essential for medical leaders. “As a department head, you are not only responsible for your own department. You also share responsibility for the success of the organization as a whole. That requires collaboration across disciplines.” She adds: “That is exactly what physicians do every day for their patients, and it is a mindset they must also apply at the organizational level.”
A program built through co-creation
When developing the program, ZAS selected Antwerp Management School as its partner. One of the key reasons was AMS’s commitment to designing a fully customized learning journey. Physicians represent a highly specific audience, operating in a context that differs significantly from traditional business environments. For that reason, the program was developed entirely through co-creation. “What I particularly appreciated was AMS’s willingness to genuinely listen to our needs.”
The program was designed in close collaboration with both organizations. “This was not an off-the-shelf training program. It was a true co-creation journey. Together, we examined our challenges, our context, and our ambitions. The strength lay in combining AMS’s expertise in leadership and strategy with our understanding of the healthcare environment. That made the program both relevant and relatable.”
More aware of their impact
Today, Katrien sees clear results among physicians who have completed the program. “I notice that they are much more aware of their role as leaders and the impact they can have.” This awareness is reflected in a different way of thinking. Where ideas once emerged more spontaneously, she now observes a more structured approach to reflection and planning. “Where do we want to be in five years? What partnerships do we need to get there? What changes must we make? These are conversations that take place much more frequently today.”
Participants also develop a deeper understanding of the complexity of a large healthcare organization. “After completing the program, participants have a better understanding of why certain decisions are made. They also have a clearer view of how they themselves can influence the direction of the organization.”
Perhaps even more importantly, the program strengthens relationships between participants. “They get to know one another. They build networks. They find each other more easily. That not only strengthens their individual leadership but also enhances collaboration across the hospital.”
Leaving a footprint on the healthcare of tomorrow
When Katrien reflects on her own leadership footprint, she always returns to the same ambition. “For me, it is all about high-quality, accessible healthcare. I hope we can build an organization where people receive the care they need in a respectful and safe environment.”
Achieving that goal requires continuous innovation while staying true to core values. “The world is constantly changing, and healthcare changes with it. The challenge is to keep innovating without losing sight of your fundamental values.”
That is precisely why she believes so strongly in developing medical leadership. “Physicians have enormous potential to create impact, not only for individual patients, but also for the future of our healthcare system. If we can strengthen that potential, we ultimately strengthen healthcare for everyone.”
Proud of what continues to grow
What makes Katrien most proud? Beyond the program itself, it is the feedback from participants. “Some physicians spontaneously ask when they can participate again after completing the program. That says everything to me. We have created something that responds to a genuine need and delivers real value. Something that helps people grow. And when you see how enthusiastically colleagues engage with it, you know you have set something meaningful in motion.”
Or, as Katrien summarizes it: “Physicians have a tremendous impact on healthcare today. By developing their leadership potential as well, they can help shape the healthcare of tomorrow.”
