At the Helm

Insights for the C-suite

Patrick Conway led the industry in health care transformation at CMS. At Blue Cross NC, he's not stopping.

by Eric Larsen, President, larsene@advisory.com September 12, 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, Patrick Conway, president and CEO of Blue Cross Blue Shield North Carolina, talks about the "biggest change in the Blues system in more than 20 years," the family "mission statement" behind his career choices, and how he's challenging the industry on health care transformation—with an unprecedented model of two-sided risk.

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From Ascension to Intermountain and now 'home' at SSM Health: How Laura Kaiser is 'systematizing' mission-based care

by Eric Larsen, President, larsene@advisory.com September 4, 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, Laura Kaiser, president and CEO of SSM Health, talks about the call to nonprofit health care, SSM Health's legacy of caring for "Our Dear Lords," and why she's completed at least one triathlon almost every year—for the last 36 years.

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Sutter CEO Sarah Krevans wants health care to be 'dramatically different in 10 years.' Here's how.

by Eric Larsen, President, larsene@advisory.com August 27, 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, Sarah Krevans, president and CEO of Sutter Health, talks about what's not in her professional biography, discusses how California's Lake County fires helped define Sutter as a health system, and shares the "very luckiest thing" about herself. 

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Brian Gragnolati plans to make Atlantic Health System 'indispensable.' Here's how.

by Eric Larsen, President, larsene@advisory.com August 20, 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, Brian Gragnolati, president and CEO of Atlantic Health System, talks about his priorities as chair of the American Hospital Association, getting his first role as a hospital president while he was still in his twenties, and how he plans to make Atlantic an "indispensable" system.

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Our take: The 3 big critiques of Medicare's move toward price transparency

Yulan Egan August 2, 2019

On Monday, CMS released its proposed rule for updates to the hospital outpatient prospective payment system (HOPPS). Our team is in the midst of breaking down the full implications of the rule, including proposals that would advance site-neutral payments and the ongoing shift toward lower-cost care settings—you can read our initial take here and sign for our upcoming webinar here.

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Why do so few big health systems achieve 'clinical advantage'?

David Willis July 2, 2019

In my recent series of blog posts, I've explored the idea of "systemness" from multiple angles. First, I examined the growing body of evidence that M&A is dilutive, not accretive, to margins—a finding that suggests few systems are achieving the benefits of M&A they hope for. Then I shared one possible reason why: Many health systems are "SINOs" (Systems in Name Only), functioning more as a confederation of individual parts than as a unified entity.

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The 3 big problems that undermine board effectiveness

Amanda Berra June 27, 2019

In last week's post, I described the status quo of hospital and health system boards. That was the warmup. Today, let's take it up a level. This post will examine what more boards could be doing for their organizations—and confront three root-cause governance problems standing in the way.

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A look at 'governance effectiveness' in hospitals and health systems today

Amanda Berra June 19, 2019

Over the past several years, we have seen a spike in comments to the effect that board members are struggling to keep up with the rising difficulty level of hospital and health system governance. Problems include the ever-widening array of external opportunities and threats, as well as the increasing size and complexity of hospitals and health systems themselves.  

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