At the Helm

Insights for the C-suite

Don't call THR a 'hospital system': Inside CEO Barclay Berdan's vision for health care's future

by Eric Larsen, President, larsene@advisory.com March 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, Barclay Berdan, CEO of Texas Health Resources talks about about the "unprecedented challenge" he faced just a few months into the job, why he won't call THR a "hospital system," and how he helped establish the world's largest Blue Zones community—in Fort Worth.

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Is your CMS star rating wrong? Here’s what hospitals need to know.

Jennifer Stewart March 7, 2019

It's a truism that "we manage what we measure"—but for hospital leaders who want to "manage" their hospital's CMS star rating, it's been hard to know exactly what's being "measured" in the first place. The rating process, first established in 2016, has been largely opaque to providers. And for a system that's naturally going to attract skepticism, as any system picking "winners" and "losers" among hospitals would do, that opacity been a source of major controversy.

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'A little bit of a pirate': How Kelby Krabbenhoft built a $6B system—and where he's taking Sanford next

by Eric Larsen, Managing Partner, larsene@advisory.com February 25, 2019

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

In this edition, Kelby Krabbenhoft, president and CEO of Sanford Health, talks about the unprecedented CEO-philanthropist partnership behind Sanford's rapid growth, why a successful leader needs to be "a little bit of a pirate," and the merger that will make Sanford a nearly $6 billion health system. 

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CMS predicts US will spend $6T on health care by 2027. Here's what you need to know.

Yulan Egan February 22, 2019

On February 20th, CMS' Office of the Actuary released its annual projections for national health expenditures across the next decade. Highlights from the report include the following projections:

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20+ years and 450+ hospitals and facilities later: How Ramsay’s CEO helped turn a small Australian system into an $8.7B global health organization

by Eric Larsen, Managing Partner, larsene@advisory.com February 19, 2019

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

In this edition, Craig McNally, CEO and Managing Director of Sydney, Australia-based Ramsay Health Care, talks about Ramsay's first-of-its-kind partnership to create a global health care buying group with Ascension, the key distinctions between a multinational organization and a global one, and the lessons learned from his first stint as a hospital CEO—at age 25. 

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Meet Peter Banko, Centura Health's CEO. (You may also know him as a cattle rancher and blogger.)

by Eric Larsen, Managing Partner, larsene@advisory.com January 11, 2019

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

In this edition, Peter D. Banko, president and CEO of Centura Health, talks about the intersection of faith and business, the relationship between his cattle ranch and his work, leadership lessons from the nuns who treated Billy the Kid, and why his blog is such an important communication tool for him.

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Maybe we shouldn't believe the hype about hospital mergers and acquisitions

David Willis January 9, 2019

There's little doubt that our industry has entered a new era of consolidation. While 2018 didn't see quite as many hospital and health system mergers as the year before (68 deals through Q3 2018, versus 87 through Q3 2017), the sheer size and scope of the deals this year underscores the popularity of this strategy. On a certain level, it's understandable. Facing challenges on all fronts (declining reimbursement, rising costs, demanding consumers, disruptive new competitors), health systems often believe that if they can just get big enough, they will be able to weather the storm—or at least not capsize.

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What an 18th-century clockmaker can teach us about cost control. (Really.)

David Willis December 5, 2018

In our more poetic moments, health care consultants like to talk about how health system leaders must "navigate rough waters." We usually mean something rather more prosaic: that CEOs must steer their hospitals through mega-mergers, declining margins, and so on.

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