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Healthy Conflict: It's Time to Move On

Most organizations treat conflict as something to eliminate. Drawing on Follett's three modes of resolution and the Enneagram as an individualizing framework for conflict, this piece offers a six-step approach to facilitating true integration.

The End of Big Money in Executive Search

Hospitals and health systems can no longer afford the legacy search model. And, making the hire is not the finish line. What to do instead.

Stop Debugging Your AI Agent and Start Managing It

There's a quiet but consequential mistake being made in boardrooms, policy circles, and technology teams everywhere when it comes to AI agents.

Front Door Advantage: Why Access is Replacing Assets in Healthcare

North by Northeast

Health systems tend to fall into one of four organizational realities based on their relative strengths in strategy and execution.

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

It's Time to Blink Slower

Design strategy has evolved from useful and usable to the maximization of time through the reduction of friction. As AI accelerates, we must rethink the design of our frictionless approach to organizational change. Leaders must design space for curiosity and acceptance as a prerequisite for change.

Designing Problem-Solving Frameworks

Business frameworks don't solve problems, teams do. Using Spiral Dynamics, designers can begin to evolve existing frameworks, like the Three Horizons Model, and teach the problem-solving mindsets behind them.

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

Performance Improvement Plus Portfolio Repositioning