For many hospitals and health systems, partnerships are today’s survival and growth strategy that will allow them to build a future where population health and financial incentives can work together. But with the uneven progress of change, what will that future look like on a local or regional basis? It’s the CEO’s job to gauge the willingness of the physicians, patients, and employers to change, and to envision that future and empower his or her team to determine the best way to achieve that vision, regardless of the initial disruption it may cause. But with such uncertainty surrounding a rapidly consolidating and innovating industry, determining that vision is fraught with risk. How does a health system CEO have faith that today’s good partner will not be tomorrow’s problem?
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