{"title":"Driving clinical excellence through a management driven framework for integrating nuclear medicine into hospital ecosystems.","authors":"Chuangyan Zhai","doi":"10.3389/fnume.2026.1837305","DOIUrl":null,"url":null,"abstract":"<p><strong>Purpose: </strong>Nuclear medicine (NM) often functions as an isolated diagnostic island within hospitals, resulting in the underutilization of high-value molecular imaging resources despite their significant clinical potential. This paper proposes a conceptual management-driven framework, termed the Management-Driven Integration Loop, to break down these silos and integrate NM into the broader hospital ecosystem to potentially enhance clinical decision-making and operational efficiency.</p><p><strong>Methods: </strong>A comprehensive integration framework was developed based on four strategic pillars: strategic resource allocation, process re-engineering, performance leverage, and brand building. The framework introduces specific administrative interventions, including the establishment of satellite workstations to improve clinical proximity, the creation of a Clinical-NM Liaison role to bridge interdisciplinary gaps, and the implementation of a multidimensional Total Performance Index (TPI) to align incentives.</p><p><strong>Framework components: </strong>Integration is envisioned through protocol-based clinical pathways embedded in electronic health records and structured Multidisciplinary Team (MDT) collaboration, ensuring NM expertise may inform treatment planning. The framework incorporates a continuous feedback loop to track clinical impact, including diagnostic upstaging and the avoidance of unnecessary procedures. By proposing a shift from volume-based metrics to the TPI, administrators can weight qualitative clinical contributions and interdisciplinary collaboration alongside traditional procedural throughput.</p><p><strong>Conclusions: </strong>Transforming nuclear medicine into a central strategic asset requires deliberate administrative intervention. While implementation depends on overcoming institutional, technical, and regulatory barriers, this management-driven integration loop aims to bridge the gap between technological potential and clinical impact, improve patient outcomes through precision diagnostics, and strengthen institutional positioning as centers of excellence.</p>","PeriodicalId":73095,"journal":{"name":"Frontiers in nuclear medicine (Lausanne, Switzerland)","volume":"6 ","pages":"1837305"},"PeriodicalIF":1.4000,"publicationDate":"2026-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC13311066/pdf/","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Frontiers in nuclear medicine (Lausanne, Switzerland)","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.3389/fnume.2026.1837305","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2026/1/1 0:00:00","PubModel":"eCollection","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose: Nuclear medicine (NM) often functions as an isolated diagnostic island within hospitals, resulting in the underutilization of high-value molecular imaging resources despite their significant clinical potential. This paper proposes a conceptual management-driven framework, termed the Management-Driven Integration Loop, to break down these silos and integrate NM into the broader hospital ecosystem to potentially enhance clinical decision-making and operational efficiency.
Methods: A comprehensive integration framework was developed based on four strategic pillars: strategic resource allocation, process re-engineering, performance leverage, and brand building. The framework introduces specific administrative interventions, including the establishment of satellite workstations to improve clinical proximity, the creation of a Clinical-NM Liaison role to bridge interdisciplinary gaps, and the implementation of a multidimensional Total Performance Index (TPI) to align incentives.
Framework components: Integration is envisioned through protocol-based clinical pathways embedded in electronic health records and structured Multidisciplinary Team (MDT) collaboration, ensuring NM expertise may inform treatment planning. The framework incorporates a continuous feedback loop to track clinical impact, including diagnostic upstaging and the avoidance of unnecessary procedures. By proposing a shift from volume-based metrics to the TPI, administrators can weight qualitative clinical contributions and interdisciplinary collaboration alongside traditional procedural throughput.
Conclusions: Transforming nuclear medicine into a central strategic asset requires deliberate administrative intervention. While implementation depends on overcoming institutional, technical, and regulatory barriers, this management-driven integration loop aims to bridge the gap between technological potential and clinical impact, improve patient outcomes through precision diagnostics, and strengthen institutional positioning as centers of excellence.