Inspired by the principles of value-based healthcare, the work reveals how to align clinical excellence, economic sustainability, and purpose to transform a single practice into a high-performance organization.
Through straightforward language and practical examples, the reader can find ways to redesign processes with an emphasis on clinical outcomes, patient experience, and team engagement. Furthermore, the book seeks to explain how to plan strategically and make decisions based on data, position the clinic in an ethical and differentiated way in the market and grow in a sustainable way that is consistent with its values.
The target audience for the title is professionals and business people working in the fields of health and management, which include dentists, doctors, physiotherapists, speech pathologists, nurses, clinic and office managers, as well as administrative professionals and health entrepreneurs who want to improve the management of their businesses.
The book is also intended for faculty, graduate students, and consultants interested in clinical leadership, strategy, organizational culture, and value-based health care. “Strategic clinical leadership is aimed at those who seek to combine excellence in care, strategic vision and business sustainability in the context of modern clinical practice,” describes Mingarda, who is also the author of “The Finite Element Method in Dental Implantology.”
In addition to being an author, Dr. Rogerio Mengarda (CRO 16544 RS) holds an MBA in Clinic and Hospital Management, is the Clinical Director of OdontoMengarda and CEO of SmileSenior. The professional has executive training from Harvard Business School in owner/principal management and value-based healthcare delivery programs.
Experiences in the health system inspire writing
According to Dr. Rogerio Mingarda, the book was born from his practical and academic experience at the intersection between dentistry, management, and leadership. He says that, over more than two decades of clinical and business experience, he has come to realize that many health professionals – although technically brilliant – have difficulties running their practices as strong, ethical and sustainable organizations.
“Based on this observation, the purpose emerged to create a business that could combine market expertise, the fundamentals of modern management, and the principles of value-based healthcare, with a focus on providing an accessible strategic guide for doctors and dentists who want to achieve success with the goal,” the author says.
The clinical director of OdontoMengarda reveals that the project matured over years of study and international immersion, especially during his academic training at Harvard Business School. “These experiences have reinforced the conviction that clinical excellence is only complete when accompanied by leadership, a strong organizational culture and a focus on real patient outcomes,” he explains.
For the author, the book represents the unification of a personal and professional journey dedicated to changing the way healthcare professionals lead their teams, plan their work and provide value to society. “It is a work that combines style, thoughtfulness and inspiration – a call to action for healthcare professionals to take on the role of CEO of their own practice,” he explains.
Profession perspectives
The Dental Council system has 449,000 registered dental surgeons nationwide, according to statistics from the Council of Federal Dentistry (CFO). The number of doctors is approaching 600,000, including specialists (353,287) and generalists (244,141), according to estimates by the Ministry of Health.
The SmileSenior CEO believes the book also highlights an invitation to think about the future of dentistry and medicine from a management and leadership perspective. “We are facing a profound paradigm shift, where the focus stops on the volume of care and becomes the value generated for the patient,” he says.
This movement, known as value-based healthcare, is redefining the way healthcare professionals measure outcomes, organize teams, and generate resources. “Clinics and hospitals of the future will be evaluated not only on what they do, but on the results and clinical expertise they provide,” he says.
For Mingarda, another trend is promoting strategic clinical leadership – where health professionals take on the role of leaders, with skills in management, communications, finance and technology. “The ‘good doctor administers improvised treatments’ model has been abandoned: the future requires prepared leaders, with a systemic vision and the ability to inspire multidisciplinary teams,” he explains.
The author also sees an increasing integration between technology, data intelligence and humanization. “Digital transformation allows us to measure indicators in real time, personalize care and improve operational efficiency – but this only makes sense if we keep the patient at the center of decisions,” he points out.
The work seeks to help professionals recognize themselves as leaders
The main goal of Strategic Clinical Leadership is to help doctors and dentists recognize themselves as influential leaders, capable of combining technical excellence, strategic vision and social responsibility. “Because leading a clinic, in the end, is much more than just running a business – it is leading a healthcare enterprise. If this message awakens in every reader the desire to improve the way they care, inspire their team and build a more ethical and sustainable practice, then the book will have already done its part,” concludes Dr. Rogerio Mingarda.
About The Author
