At the Helm

Insights for the C-suite

Our 4 biggest takeaways from CMS' new Medicaid block grant guidance

Yulan Egan January 31, 2020

Despite both consternation and excitement (depending on who you are) that the Trump administration was slated to unveil plans to overhaul the Medicaid financing structure, the block grant guidance released Thursday represents a much more limited—if still notable—step in that direction.

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Why success with 'systemness' is a lot like weight loss

David Willis January 29, 2020

It's that time of year when many people are trying new diets and hitting the gym in search of the most sought-after of all New Year's resolutions: weight loss.

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'We prefer to be at the table': How Advocate Aurora's sole CEO is making the $12B organization an industry leader

by Eric Larsen, President, larsene@advisory.com December 6, 2019

Editor's note: This interview was updated on December 11, 2019.

Welcome to the "Lessons from the C-suite" series, featuring Advisory Board President Eric Larsen's conversations with the most influential leaders in health care.

In this edition, Advocate Aurora Health President and CEO Jim Skogsbergh talks about why parting ways with former co-CEO Nick Turkal wasn't as "salacious" as people speculated, the "irreverence" that makes the organization's current partnerships so successful, and how the $12 billion organization is making sure it's "at the table"—not "on the table"—in a changing industry.

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CMS' latest transparency rules: A true game changer or much ado about nothing?

by Christopher Kerns, Eric Fontana, Yulan Egan, and Rachel Hollander November 19, 2019

On Friday, CMS released two highly anticipated rules that aim to increase price transparency among health care providers and insurers.

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Why Quest Diagnostics' CEO isn't content to run the 'world's largest lab'—and where he's taking the $8B company next

by Eric Larsen, President, larsene@advisory.com October 29, 2019

Welcome to the "Lessons from the C-suite" series, featuring Advisory Board President Eric Larsen's conversations with the most influential leaders in health care.

In this edition, Steve Rusckowski, chair, president, and CEO of Quest Diagnostics, talks about how diagnostic information services can inflect the country's $3.6 trillion in health care costs, the unexpected upside of the Theranos misadventure, and how Quest is thinking about the drawbacks—and benefits—of the landscape-changing regulatory shift known as PAMA.

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'An ethical responsibility': How Cleveland Clinic CEO Tom Mihaljevic plans to reach 4M patients by 2024

by Eric Larsen, President, larsene@advisory.com October 9, 2019

Welcome to the "Lessons from the C-suite" series, featuring Advisory Board President Eric Larsen's conversations with the most influential leaders in health care.

In this edition, Tom Mihaljevic, president and CEO of Cleveland Clinic, talks about the extraordinary circumstances that took him from Croatia to the Clinic's C-suite, his view on growth as an "ethical responsibility," and why you should call your mother every day.

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Why Jim Hinton, CEO of Baylor Scott & White Health, says 'there isn't a hospital system of the future'

by Eric Larsen, President, larsene@advisory.com September 25, 2019

Welcome to the "Lessons from the C-suite" series, featuring Advisory Board President Eric Larsen's conversations with the most influential leaders in health care.

In this edition, Jim Hinton, CEO of Baylor Scott & White Health (BSW), talks about joining Texas' largest nonprofit health system as an "outsider," the "freedom of capitation," how he's redefined the role of provider-sponsored plans, and some reflections on the BSW-Memorial Hermann merger that didn't come to pass.

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Hospital mergers always promise 'economies of scale.' Why do so few deliver?

David Willis September 25, 2019

In my three most recent blog posts, I've been unpacking the concept of "systemness"—and seeking to understand why so few systems have been able to achieve it. I've been breaking it down though a four-part framework my Advisory Board colleagues developed, which I initially used to explore first-level systemness, which we define as using scale effectively to build operational advantage, followed by second-level systemness, which we understand as achieving clinical advantage by reducing unwarranted variation in all patient-facing processes.

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