上回我提到:院地合作要关注两个关键环节,一是双方领导的高度重视,二是要善于发现和抓住机遇。但院地合作的很多工作往往事与愿违,地方领导岗位的更换经常以“迅雷不及掩耳之势”发生,前任领导刚刚签约的项目,转眼间就因为该领导另有高就而被搁浅。据很多业内专家分析,新任地方领导重视院地合作的最佳时期一般是任职的第三或第四年,第一年熟悉环境,第二年搞市 Last time I mentioned: The cooperation between the hospital and the hospital should pay attention to two key aspects. First, leaders of both sides attach great importance to the problem. Second, they should be good at detecting and seizing the opportunity. However, a lot of work in cooperation with the hospital often goes against the principle. The replacement of local leadership positions often takes place in “thunder and lightning” situations. The project the previous leader just signed is suddenly stranded because of the leadership being otherwise high. According to many industry experts, the best time for the new local leaders to attach importance to cooperation in the hospital and hospital is generally the third or fourth year of office. The first year is familiar with the environment and the second year