North by Northeast
Health systems tend to fall into one of four organizational realities based on their relative strengths in strategy and execution.
Mike Eaton
Best of kin: How we relate determines how well we can run
Most integrated health systems are still plagued by the reality of business lines working "alone, together" in one of two configurations.
Stacking aspirations or solving problems
Healthcare leaders rarely lack ambition. Strategic plans across the industry are filled with bold aspirations, frequently highlighting digital transformation, AI-enabled workflows, new care models, population health strategies, and consumer-focused access.
Where growth meets risk
Designing health system structures that align specialty growth with population health performance
Change of address
Shifting accountability for growth
outcomes, and where the total cost of care performance lives
Winning at the wrong game: a call to change for health system leaders
As an industry, hospitals and doctors are winning at the wrong game. The system largely performs as it is incentivized to perform. It pays far more reliably for downstream intervention than upstream prevention and produces world-class medical care after people are sick.
You can’t price a new network with an old operating model
Why aggressive premium reduction requires redesigning how care actually flows