PAMELA R. KNECHT
Pamela R. Knecht, President and CEO of ACCORD LIMITED, has provided consulting services to a wide range of industries and organizations over her 32-year career. During the last 19 years, she has focused on assisting not-for-profit hospitals, health systems, and membership associations, as well as for-profit physician clinics and closely-held businesses with strategic planning; governance assessment, restructuring and development; organizational diagnosis and change management; team effectiveness; physician alignment; and merger/affiliation facilitation.
Pam works closely with her clients to custom-design and facilitate processes and events that enable sponsors, owners, board members, physician leaders and senior-level executives to clarify their mission, vision and goals. Much of her work also includes corporate, governance, and management restructuring to support the identified vision. In addition, she helps develop organizations, teams, and executives’ ability to implement their strategic plans and to enhance their efficiency and effectiveness. All of Pam’s engagements are based on proven organizational change methodologies.
Pam is a frequent speaker and facilitator at retreats as well as at local, regional, and national health care conferences. She is a faculty member for the American Hospital Association’s Center for Healthcare Governance, The Governance Institute, iProtean, the American College of Healthcare Executives, the Society for Healthcare Strategy & Market Development, and numerous state hospital associations. In 2007, she was selected by The Governance Institute as a Governance Advisor for their hospital and health system members.
Pam has authored numerous articles for AHA’s Trustee Magazine, The Governance Institute’s Board Room Press, and ACHE’s Healthcare Executive. Her articles and white papers address various aspects of strategic planning and board effectiveness including structure, composition and functioning.
Prior to joining ACCORD LIMITED, Pam was a consultant for an executive education and organization development firm that served the Fortune 200. Pam and her colleagues custom-designed programs that helped CEOs and their direct reports to understand the strategic challenges that would be facing their industry and organization over the next five to ten years. During the previous ten years, Pam consulted within the computer and telecommunications industries where her clients included not-for-profit, for profit, privately-held and publicly traded organizations.
Ms. Knecht is a graduate of Smith College in Northampton, Massachusetts.
Partial Client List
Some of the client organizations with which Ms. Knecht has worked include:
Advocate Health Care
American Society for Healthcare Engineering
Children’s Hospital and Health System of Milwaukee
Cleveland Clinic Foundation
Community Health Network
Harrison Medical Center
Harvard Pilgrim Health Plan
Iowa Foundation for Medical Care
Lee Memorial Health System
Mary Greeley Medical Center and McFarland Clinic
Memorial Hermann Health System
St. Jude Children’s Research Hospital / ALSAC
Tri-State Health Partners
The type of engagements that Pam has recently concluded are:
Corporate and governance restructuring for a not-for-profit, integrated health system with 41 legal corporate entities that included independent and employed physicians, hospitals, a health plan, and multiple for-profit ventures;
Governance assessment and restructuring of a large, not-for-profit, multi-specialty physician clinic;
Implementation of corporate and governance restructuring for a highly integrated, multisite healthcare system;
Organization and governance assessment / restructuring for a physician membership organization;
Board self-assessment and action planning for a not-for-profit health plan.
Ms. Knecht has written and co-authored numerous articles and white papers on governance effectiveness including:
Making Time for Strategic Discussions, BoardRoom Press, December 2013
Most Commonly Asked Questions About Board Committees, GreatBoards, Summer 2013 (Bader and Knecht)
Ensuring Board Effectiveness, BoardRoom Press, December 2012
Why Board Culture Matters: Interpersonal and Group Dynamics Can Affect the Whole Organization, Trustee Magazine, May 2012 (Knecht and Bass)
Governance Restructuring: A Needed Change Management Initiative, BoardRoom Press, April 2012
Hot Topics in Healthcare Governance, BoardRoom Press, August 2011
A Chronic Condition: Distinguishing Governance from Management, BoardRoom Press, August 2010
Aligning Hospitals and Physicians: Formulating Strategy in a Changing Environment, A Governance Institute White Paper, Fall 2008 (Kazemek, Knecht and Bader)
Engaging the Board in Strategic Planning: Rationale, Tools and Techniques, A Governance Institute White Paper, Fall 2007
Whose Job is it Anyway: Governance Restructuring Clarifies Board Roles, Trustee Magazine, September 2001 (Knecht and Kazemek)
We’ve Got to Stop Meeting Like This: Board Agendas that Work, Trustee Magazine, May 2001
Governance (Basic & Advanced Practices)
Affiliations & Mergers
Corporate & Governance Restructuring
Board Self Assessment and Development
- Future of Health Care
- Organizational Culture
- Strategic Planning
- Breakout Presenter
- Group Facilitator
- Keynote Presenter
- Presentation Moderator