What would you consider the biggest challenge in your coming term as AO President?

A great challenge will be to support the increasing number of educational activities worldwide. Not only has there been an increase in the existing types of AO courses over the past years, but we also have introduced new formats and held more courses with anatomical specimens. Our educational efforts in emerging countries have increased, both in number and content.

 

In order to support the increasing educational activities, we need to think about how to reduce costs without compromising quality. I am not a fan of cost reduction exercises. But more cost efficiency for the whole organization is ultimately necessary to make AO more cost-effective and increase our productivity.

 

Another one of my goals is to further harmonize and align our different clinical divisions and to reduce the complexity that comes from effectively having four clinical divisions and initiatives. Of course, there is always the argument that each clinical division is not like the others. I understand that some differences exist, but others only make for more expensive bureaucracy. For example, membership schemes, faculty development programs, compensation, terms of office, timing of elections can all be aligned. We all know that AO Foundation is a very complex organization, but we have to do our best to reduce the problems this causes.

 

 

What are your “key milestones” for your term as AO President?

There are a number of milestones, starting with a new corporate agreement with our industrial partner, which will come into effect in 2016. The new agreement is under intense discussion and will determine the future direction of AO. We aim to continue to satisfy the vision and mission of our founders. Another milestone will be the launch of the AO Alliance as a separate foundation. This will expand AO’s activities in low- and middle-income countries and build on the work of the Socio Economic Committee, on a larger scale.

We also have the AO Disaster Relief project which engages our surgeons and their expertise in trauma management to help disaster victims. For this project, AO has to identify the right partners who possess the required experience and skill set for a fruitful cooperation. I hope that these projects will become reality during my presidency.

 

Another goal is to set the stage for developing intellectual property within AO. We have many innovative surgeons in our group who are willing to develop new products for AO. A working group has already started the process to develop a proposal.

 

 

The field of surgery is rapidly changing. Where do you see the biggest changes ahead that might influence the AO Foundation as whole?

We have enjoyed success since 1958 when a small group of Swiss surgeons started this innovative group that has since become a global network of leaders in education, research, development, and clinical investigation. However, we should not rest on our laurels and ignore change. AO must continue to move ahead into other related medical fields, as we already have with AONeuro and AORecon. The question is: how do we move into a new area? With an organization the size of AO, it is normal to have a host of differing opinions. I prefer to take the risk of expansion over standing still and doing nothing. The competition and the environment have changed greatly over the past 60 years, and we will lose our leading position if we do not move ahead.

 

 

In your opinion, what is the most important asset AO now has? How should it be further cultivated?

It is very clear to me that our most important assets are AO surgeons and our worldwide network. Not only is this a huge number of volunteers, but the active involvement, the effort and strength of all the individuals who commit and devote themselves is enormous.

 

I like to explain to my colleagues in different countries my three-generation concept. Senior members show and exemplify the AO spirit. The second generation supplies the active AO officers and members, who are the work horses. One of their responsibilities is to bring in and prepare the third generation as their own successors.

It is very important to involve the younger generation of surgeons and make them feel welcome to participate and contribute. There is much opportunity to grow into an AO career.

 

 

Which are your immediate next steps / tasks / ideas that you would like to discuss or propose as President?

I am planning to visit all AO staff in Davos and Duebendorf in order to meet them in person. I wish to express my gratitude for their hard work and to motivate them to work together during my presidency. There will be strategy planning with the CEO and COO to align our work.

 

AO needs to have more dialogue with other worldwide academic societies such as AAOS, SICOT, COA, as well as other organization such as IOF, FFN who work in related fields.

 

 

Today education moves online, and surgeons can meet via specialized social media. Why should a young surgeon still join the AO?

It is obvious that online distance learning will become more important, and the AO provides many educational activities in this area, such as webinars, blended learning, etc.

 

However, I believe that there is still a great need for face-to-face education as provided by courses and fellowships. Interactive discussions with senior surgeons and hands-on practical exercises to learn about the decision-making process and to acquire skills are not possible with online systems. The atmosphere of the relationship between a teacher and a student during a course cannot be replicated by a webinar.

 

Besides face-to-face courses, AO also offers a fellowship program that allows fellows to stay at an AO host clinic for 4–12 weeks and be a part of the daily work and learn about surgery. This fellowship program has created a network of life-long friendships between fellows and host surgeons. During these unforgettable experiences, one does not only learn about techniques and surgical facts, but—most importantly—learns about the way of life of a good surgeon and about applying an attitude of excellence in everything one does for the benefit of the patient.

 

Human touch and a sense of family remain important in keeping people together. This cannot be created through computer-facilitated communication.

 

 

What is your long-term vision for
AO Foundation?

AO should continue to be an independent organization with the mission and vision of the AO founders. It should be recognized as an academic institute by all global medical societies. AO should expand into other clinical fields in terms of education, research, and development. However, we must be careful not to overspend on administration within our huge organization.

 

AO should remain a unique organization in which surgeons are happy to contribute without asking for individual benefit. The reward lies in the ultimate improvement of patient care. We should uphold the highest ethics of the medical profession, and we should set an example within the medical profession. The AO spirit and family feeling will keep us together in our global network.