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.
“You need to continue speaking the language of physicians while also understanding the language of governance and management. Only then can you build bridges.
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.”
“What started as a training program has evolved into a community of physicians who are collectively thinking about the future of healthcare.”
"Dit was geen standaardopleiding die we hebben aangekocht. Het was een echt cocreatietraject. We hebben samen gekeken naar onze uitdagingen, onze context en onze ambities. De kracht zat in de combinatie van de expertise van AMS rond leiderschap en strategie, en onze kennis van de zorgcontext. Daardoor werd het relevant én herkenbaar," vervolgt ze.
Meer bewust van hun impact
Vandaag ziet Katrien duidelijke resultaten bij artsen die het traject hebben gevolgd. "Ik merk dat ze zich veel bewuster zijn van hun rol als leider en van de impact die ze kunnen hebben." Dat vertaalt zich in een andere manier van denken. Waar vroeger ideeën vaak spontaan ontstonden, ziet ze vandaag meer structurele reflectie. "Waar willen we over vijf jaar staan? Welke samenwerkingen hebben we daarvoor nodig? Welke veranderingen moeten we realiseren? Dat zijn gesprekken die veel vaker gevoerd worden," aldus Katrien.
Ook het begrip voor de complexiteit van een grote organisatie is gegroeid. Katrien: "Na hun deelname aan het opleidingstraject begrijpen de deelnemers beter waarom bepaalde beslissingen worden genomen. En ze zien ook beter hoe ze zelf invloed kunnen uitoefenen op de richting van de organisatie." Maar misschien nog belangrijker is wat er tussen de deelnemers ontstaat. "Ze leren elkaar kennen. Ze bouwen een netwerk op. Ze vinden elkaar sneller terug. Dat versterkt niet alleen hun eigen leiderschap, maar ook de samenwerking binnen het ziekenhuis."
Een footprint voor de zorg van morgen
Wanneer Katrien nadenkt over haar eigen leadership footprint, komt ze telkens terug bij dezelfde ambitie: "Voor mij draait het om kwaliteitsvolle en toegankelijke zorg. Ik hoop dat we erin slagen om een organisatie te bouwen waar mensen de kwaliteitszorg krijgen die ze nodig hebben, op een respectvolle en veilige manier." Dat vraagt volgens haar voortdurende vernieuwing, zonder de essentie uit het oog te verliezen. "De wereld verandert voortdurend. Ook de gezondheidszorg verandert mee. De uitdaging is om te blijven vernieuwen zonder je kernwaarden te verliezen." Net daarom gelooft ze zo sterk in het ontwikkelen van medisch leiderschap. "Artsen hebben enorm veel potentieel om impact te maken, niet alleen voor individuele patiënten, maar ook voor de toekomst van onze gezondheidszorg. Als we dat potentieel kunnen versterken, dan versterken we uiteindelijk de zorg voor iedereen," luidt het.
Trots op wat blijft groeien
Waar Katrien het meest trots op is? Naast het programma zelf, vooral de reacties van de deelnemers. "Er zijn artsen die na afloop spontaan vragen wanneer ze opnieuw mogen deelnemen. Dat zegt voor mij alles. We hebben iets kunnen creëren dat aansluit bij een echte behoefte en waar mensen waarde in zien. Iets dat hen helpt groeien. En als je ziet hoe enthousiast collega's ermee aan de slag gaan, dan weet je dat je iets in beweging hebt gezet." Of zoals Katrien het zelf samenvat: "Artsen hebben een enorme impact op de zorg van vandaag. Door ook hun leiderschapspotentieel te ontwikkelen, kunnen ze mee bouwen aan de zorg van morgen."
