“Activist payers”
and the global drive
for sustainable
health systems
Mark Britnell
Chairman and Partner
Global Health Practice KPMG
Member of the World Economic Forum Global Agenda Council
60 countries, 180+ occasions.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
1
World Economic
Forum, Davos 2012:
“The financing of health systems
has increasingly burdened
developed economies, which has
been exacerbated by the fiscal
crisis. Participants agreed on the
drivers of the expenditure growth
and, since many of these factors
are unlikely to recede (e.g. ageing,
lifestyles, public expectations),
there is a clear need to develop a
more sustainable way of
managing health systems. The
magnitude of health financing
challenges suggests that
incremental solutions may not be
enough; however, a shared vision
of new models for health systems
does not yet exist.”
Source: The Great Transformation: Shaping New Models – World Economic Forum Annual Meeting Davos 2012
Consensus on major trends.
1
2
3
4
5
Payers are becoming ‘activist’.
Some hospitals are transforming into
health systems.
Patients becoming active partners.
High growth health systems, providing new
perspectives on health reform.
Innovative integration and partnership.
© 2013 KPMG Advisory N.V., ingeschreven bij het handelsregister in Nederland onder nummer 33263682, is een dochtermaatschappij van KPMG Europe LLP en lid van het KPMG-netwerk
van zelfstandige ondernemingen die verbonden zijn aan KPMG International Cooperative (‘KPMG International’), een Zwitserse entiteit. Alle rechten voorbehouden. Gedrukt in Nederland. De
naam KPMG, het logo en ‘cutting through complexity’ zijn geregistreerde merken van KPMG International.
3
Passive funder to activist payer.
Make the organisation capable of
contracting for outcomes and value.
Find new ways to connect with – and
empower – patients.
Increase focus on the management of overall
population health, ‘moving care upstream’.
Information, segmentation and stratification.
Delivery must be integrated and coordinated.
Payment reform is key; from volume to value.
© 2013 KPMG Advisory N.V., ingeschreven bij het handelsregister in Nederland onder nummer 33263682, is een dochtermaatschappij van KPMG Europe LLP en lid van het KPMG-netwerk
van zelfstandige ondernemingen die verbonden zijn aan KPMG International Cooperative (‘KPMG International’), een Zwitserse entiteit. Alle rechten voorbehouden. Gedrukt in Nederland. De
naam KPMG, het logo en ‘cutting through complexity’ zijn geregistreerde merken van KPMG International.
4
65 senior healthcare leaders from 30 countries
Vektis
Mr. Herman Bennema
General Director
Discovery Health
Dr Jonny Broomberg
CEO
All-Party Parliamentary Group on
Global Health
Lord Nigel Crisp
Co-Chair
Fundaçâo Antonio Prudente
Mr. Irlau Machado Filho
CEO
Monitor
Dr David Behan
CEO
Hospital Sirio Libanes
Dr. Paulo Chapchap
Strategy Director
Médica Sur
Mr. Antonio Crosswell
CEO
Institute Gustave Roussy
Mr. Charles Guepratte
Deputy CEO
Institute for Healthcare
Improvement (IHI)
Ms. Maureen Bisognano
President and CEO
Karolinska University Hospital
Dr. Soki Choi
Project Leader of “Nya Karolinska”
Salford Royal Hospitals Foundation
Trust
Sir David Dalton
CEO
National Voices
Mr Jeremy Hughes
Chair
West/North West Hospitals Group
Mr. Noel Daly
Chairman
Virginia Mason Medical Centre
Dr. Andrew Jacobs
Medical Director
Alberta Ministry of Health
Ms. Janet Davidson
Deputy Minister
Wiener Krankenanstalt-enverbund
Prof. Dr. med. Udo Janßen
CFO
Nuffield Trust
Mr Nigel Edwards
CEO
Keiju Healthcare Systems
Dr. Masahiro Kanno
CEO
Unfallkrankenhaus Berlin
Prof. Dr. Med. Axel Ekkernkamp, CEO
Royal Liverpool and Broadgreen
Uni. Hosp.
Mr. Aidan Kehoe
CEO
The Society for Family Health
Sir Bright Ekweremadu
Managing Director
NHS England
Mr. Tim Kelsey
National Director for patients and
information
Swiss Medical Group
Mr. Miguel Carlos Blanco
CEO
Buurtzorg Netherlands
Mr Jos de Blok
Director
Health and Social Care Northern
Ireland
Mr. John Compton
CEO
Queensland DoH, Health Services
Division
Dr. Michael Cleary
Deputy Director-General
South Metropolitan Health Service
Prof. Robyn Collins
Adj. Associate Professor
Menzis
Mr. Roger van Boxtel
CEO
Centers for Medicare & Medicaid
Services (CMS)
Ms. Julie Boughn,
Former Deputy Director, Center for
Medicaid and CHIP Services Former
CIO
Memorial Sloan Kettering
Dr. Murray Brennan
VP, International Programmes
Access Health Connecticut
Kevin Counihan
CEO
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
5
65 senior healthcare leaders from 30 countries
Achmea
Mr. Roelof Konterman
CEO
Faculty Hospital Brno
Dr. Roman Kraus
CEO
Foundation Hospital St Joseph
Mr. Jean-Patrick Lajonchere, CEO
Hygeia Group
Ms. Fola Laoye
Chairwoman
Yonsei Univ. Health System Severance University Hospital
Dr. Chul Lee
President and CEO
Myong-Ji Hospital
M. Wang-Jun Lee
CEO and Chairman
Department of Health of the Canton
Zurich
Mr. Hansjörg Lehmann
Head of Health Planning
and Control
Peking University
Prof. Ling Li
Professor
United Family Healthcare
Ms. Roberta Lipson
Chairwoman
NHS Leadership Academy
Ms. Karen Lynas
Deputy Managing Director
Health and Social Care Board
Northern Ireland
Pamela McCreedy
Director
The Economist
Ms. Anne McElvoy
Editor
Health Service Journal
Mr. Alastair McClellan
Editor
Espria
Mr. Marco Meerdink
CEO
CZ
Mr. Wim van der Meeren
CEO
Life Healthcare South Africa
Mr. Andre Meyer, CEO
Birmingham University Hospitals
NHS FT
Dame Julie Moore
CEO
UCL Hospitals
NHS FT
Sir Robert Naylor
CEO
Singapore Health Services
Prof. Ivy Ng
Group CEO
NHS England
Sir David Nicholson
Former CEO
Department of Health
Ms Una O’Brien
Permanent Secretary
The Royal Marsden NHS
Foundation Trust
Ms Cally Palmer
CEO
Narayana Health
Dr. Ashutosh Raghuvanshi
Vice Chair, Group CEO
Humanitas
Mr. Luciano Ravera
CEO
Public Health Foundation of India
Prof. K. Srinath Reddy
President
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
The Investment Fund for Healthcare
in Africa
Mr. Onno Schellekens
Managing Director
Apollo Hospitals
Lt. Gen. Dr. M. Singh
Director Medical Services
KPJ Healthcare Berhad
Siti Sa’diah Sheikh Bakir
Corporate Advisor
St Joseph’s Healthcare, Hamilton
Dr. Kevin Smith
President and CEO
Geisinger Health System
Dr. Glenn Steele
President and CEO
National Voices
Mr. Jeremy Taylor
CEO
Assuta Medical Centres
Mr. Pinhas Tsruya
CEO
Ministry of Health
Prof. Josef Vymazal
First Deputy Minister
NSW Ministry of Health
Mr. Ken Whelan
Deputy Director General
6
#1 Organisations and health systems are not aligned for sustainable
transformation
72% think existing hospital business models are sustainable
but 98% expect moderate or major change to their health systems
Do they believe change starts with someone else?
“The current business models operated
by hospitals in my system are...”
How much change do you expect in the
shape of the provider system and their
business models in the next 5 years?
Rome 2012
60%
London 2014
53%
61%
60%
50%
41%
40%
30%
30%
20%
16%
52%
50%
37%
40%
10%
70%
19%
13%
37%
30%
16%
20%
11%
4%
3%
0%
10%
4%
0%
0%
0%
4%
3%
0%
Not at all
Not very
Somewhat
sustainable sustainable sustainable
Very
Extremely
sustainable sustainable
Source: KPMG pre-conference surveys: Rome 2012 and London 2014
Not sure
No
signif icant
change
Minor
change
Moderate
changes
Major
changes
#1 Organisations and health systems are not aligned for sustainable
transformation
Our crowd sourcing community revealed a major disconnect
between their organisation and health system
Twice as many thought the wider system required fundamental
change
What is the scale of change required
in your organisation?
Fundamental
35%
Moderate
36%
Incremental
What is the scale of change required in
the healthcare sector in your country?
73%
19%
7%
16%
Very little
6%
1%
No change is
required
6%
1%
0%
20%
40%
60%
Sources: KPMG What Works Healthcare Insights global crowd sourcing community
80%
0%
20%
40%
60%
80%
#1 Organisations and health systems are not aligned for sustainable
transformation
While most strategic effort is focused on
transactional – not transformative – changes,
integration is much more prominent.
93%
85% 85%
81% 85%
81%
74% 74%
85%
78%
63%
52%
41%
44%
33%
30%
Source: KPMG pre-conference surveys: Rome 2012 and London 2014
Entry into new
markets
in the country
Vertical integration
Acquisitions of
other provider types
Acquisitions of
other hospitals
Mergers
Income growth f rom
existing payers
Developing new
workf orce models
22%
30%
19%
Investment in
health IT
52%
56%
Focus &
specialization
50%
56%
Expansion into
overseas markets
44%
Lean or other
improvement
methods
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Major cost
reduction
% of responses:
'Likely' or 'Very Likely'
Which strategies are providers likely to adopt to respond to these changes?
#2 People believe that integration is critical for improved health system
sustainability
82% of global respondents believed their health system will
become more integrated over the next 5 years
"My health system is planning to redesign care within the next
5 years to create more integrated delivery"
60%
52%
50%
40%
30%
30%
20%
11%
7%
10%
0%
0%
Strongly
disagree
Disagree
Neither agree
nor disagree
Sources: KPMG Global Healthcare Conference 2014, pre-conference survey
Agree
Strongly
agree
#2 People believe that integration is critical for improved health system
sustainability
80% of global respondents agreed that fragmented care
hampered clinical effectiveness and operational efficiency
"Fragmented patient pathways – within my organisation and
across my health system – compromise clinical effectiveness
and operational efficiency"
70%
58%
60%
50%
40%
30%
22%
19%
20%
10%
0%
0%
Strongly
disagree
Disagree
0%
Neither agree
nor disagree
Sources: KPMG Global Healthcare Conference 2014, pre-conference survey
Agree
Strongly
agree
#2 People believe that integration is critical for improved health system
sustainability
71% of global respondents believed that greater primary and
secondary care integration was beneficial
"Bringing primary and secondary care together into the same
organisation does not create sufficient additional value to
justify the difficulty of doing so"
60%
56%
50%
40%
30%
20%
19%
15%
11%
10%
0%
0%
Strongly
disagree
Disagree
Neither
agree nor
disagree
Agree
Sources: KPMG Global Healthcare Conference 2014, pre-conference survey
Strongly
agree
#3 Patients, when empowered, will create more value
72% of global leaders believe empowered patients
create better value care
"With the right support and empowerment patients actively
managing their own care creates better value care"
50%
44%
45%
40%
35%
28%
30%
25%
17%
20%
15%
11%
10%
5%
0%
0%
Strongly
disagree
Disagree
Neither agree
nor disagree
Agree
Sources: KPMG Global Healthcare Conference 2014, pre-conference survey
Strongly agree
#3 Patients, when empowered, will create more value
However, 89% of leaders believe their health systems are designed
around organisations’ – not patients’ – priorities and they are not very
satisfied they are meeting patients’ needs
“The delivery of healthcare is currently
structured more according to
organisational structures and boundaries
than the needs of the patient"
70%
How satisfied are you that your
organisation is truly meeting the
aspirations of your patients?
80%
70%
58%
60%
70%
60%
50%
50%
40%
31%
40%
30%
30%
20%
19%
20%
10%
8%
4%
0%
0%
Strongly Disagree Neither Agree Strongly
disagree
agree
agree
nor
disagree
10%
7%
4%
0%
Very
satisfied
Somewhat Somewhat
Very
satisfied dissatisfied dissatisfied
Source: KPMG Global Healthcare Conference 2014, pre-conference survey
#3 Patients, when empowered, will create more value
79% of our crowd sourcing community believed patient
experience indicators are being more widely used; only 14%
of global leaders thought their patients were becoming ‘active’
Is patient experience a key performance
indicator for your organisation?
“In my organisation patients actively
participate in managing their own care”
50%
46%
90%
45%
79%
80%
40%
70%
35%
60%
29%
30%
50%
25%
40%
20%
30%
14%
15%
17%
20%
10%
4%
10%
5%
3%
0%
0%
0%
Yes
No
Don't know
Sources: KPMG Global Healthcare Conference 2014, pre-conference survey
KPMG What Works Healthcare Insights global crowd sourcing community
Strongly Disagree Neither
disagree
agree nor
disagree
Agree
Strongly
agree
#4 There is some distance between what patients want and what they get
Unique global insights from patient support and
advocacy groups, representing millions of
patients across 6 countries
Federação Brasileira de
Instituições Filantrópicas
de Apoio à Saúde da
Mama
ABRA
SUS
ABCD: Associacao
Brasileira de Colite
Ulcerativa e Doenca
de Crohn
Canadian Cancer
Survivor Network
Canadian
Diabetes
Association
Canadian
Breast Cancer
Network /
Reseau
healthexperiences.ca
Canadien du
Cancer du Sein
Hong Kong
Breast Cancer
National Childbirth
Diabetes Hong Foundation
Trust
Kong
Macmillan
Cancer
Support
Hong Kong Alliance of
Patients’ Organizations
National Voices
Source: KPMG-commissioned global survey of patient representative and advocacy groups
American
Cancer Society
Childbirth
connection
Crohn’s &
Colitis Foundation
of America
Dutch Patients
& Consumers
Organisation
European
Patients Forum
Families
USA
Nederlandse
Diabetes
Vereniging
Crohn en Colitis
Ulcerosa Vereniging
Nederland
#4 There is some distance between what patients want and what they get
Our global research suggests 5 dominant themes:
1
“See me – and support me – as a person, not
a condition or an intervention site”
2
Patients want to be informed partners in care
3
Fragmented care is harmful and wasteful care. Patients
can feel “abandoned” (especially after discharge)
4
Patients want to be empowered partners in care
5
In some countries securing responsive access to care is
a fundamental priority
Source: KPMG-commissioned global survey of patient representative and advocacy groups
#4 There is some distance between what patients want and what they get
While our crowd sourcing community overwhelmingly believed
that patient experience is now a key performance indicator,
more needs to be done on activation and empowerment
"Measurements of patient experience
impact on how my organisation delivers
care"
70%
Are patient experience measures used in
the performance appraisal of clinical staff
and managers within your organisation?
100%
62%
60%
50%
90%
Clinical staff
80%
Managers
70%
60%
40%
50%
30%
26%
37%
40%
42%
30%
20%
10%
46% 46%
6%
17%
20%
5%
12%
10%
0%
0%
Strongly Somewhat Somewhat Strongly
agree
agree
disagree disagree
/ Agree
/ Disagree
Yes
No
Don't know
Sources: KPMG What Works Healthcare Insights global crowd sourcing community
#5 What Works. There is an evidence base for patients creating value
Many studies show that
activated’ patients have better
health outcomes at lower costs.
Patients with lower activation scores
cost 8% to 21% more.
2010 patient
activation level
Predicted per
Ratio of predicted costs
capita billed
relative to level 4 Patient
costs ($) Activation Measure (PAM)
Level 1 (lowest)
966
1.21
Level 2
840
1.05
Level 3
783
0.97
Level 4 (highest)
799
1.00
www.kpmg.com/whatworks
Source: Hibbard J H, Greene J, Overton V (2013) ‘Patients with lower activation associated with higher costs; delivery systems
should know their patients’ “scores”.’ Health Affairs, 32, no (2013): 216-22. (Quoted in KPMG, ‘Creating new value with patients,
carers and communities’)
#5 There is an evidence base for patients creating value
We have developed a 9-point maturity
matrix to help assess
1. Work to create a
progress:
new culture
Are there measurement
systems to support this?
5
maturity level
Patient experience and outcome
data embedded in all performance
management & governance
4 Patient experience and outcome
data embedded in performance
management of medical staff
2. Patient input into
service design
centreed
on the patient
culture
9. Are there
measurement 5
systems to
support this?
4
3
2
1
3. Systems to
support shared
decision making
4. Models
support selfcare and
help
professionals
adapt
3
Real time collection data used at
front line for improvement
2
Systematic collection of data
reported to boards
1
Recognition that the collection of
data on patient experience and
outcomes will provide a basis for
understanding progress and analysis
5. Are
patients’
assets
mobilized?
8. Are the
assets that
communities can
contribute
mobilized?
7. Are patients involved in
teaching and research?
6. Can patients get and use
information?
0
No data on patient experience or
outcome data collected
Source: KPMG, ‘Creating new value with patients, carers and communities’ 2014
#5 There is an evidence base for patients creating value
Source: All-Party Parliamentary Group on Global Health, ‘Patient empowerment: for better quality, more sustainable health services globally’ 2014
#6 The activist payer is emerging and pursuing value (but has some way to go)
Global leaders expect payment systems to become more bundled
and focused on value (with downward pressure on prices)
“I expect to see...”
100%
93%
85%
90%
Agree
80%
Disagree
70%
60%
50%
40%
30%
20%
10%
7%
15%
0%
Payment systems
more bundled and
focussed on value
Price reductions and
capping of volumes
Sources: KPMG Global Healthcare Conference 2014, pre-conference survey
#6 The activist payer is emerging and pursuing value (but has some way to go)
But a majority agree that a short-term focus on costs is
too transactional and not consistent with value and
sustainable care
“The pursuit of short-term cost
reductions compromises clinical and
operational effectiveness:”
42%
45%
“My negotiations with my main payer /
provider are focussed (mainly) on ...”
45%
40%
40%
35%
35%
28%
30%
38%
30%
25%
25%
17%
20%
20%
15%
11%
10%
5%
41%
15%
9%
10%
3%
13%
5%
0%
0%
Strongly
disagree
Disagree
Neither
agree nor
disagree
Agree
Strongly
agree
Source: KPMG Global Healthcare Conference 2014, pre-conference survey
Immediate concerns Short-to-medium-term
for financial
improvements to
sustainability
patient care
Long-term
considerations
of higher-value
Sustainable
patient care
Conclusions
1
Organisations and health systems are not aligned for
sustainable transformation
2
People believe that integration is critical for improved
health system sustainability
3
Patients, when empowered, will create more value
4
There is some distance between what patients want and
what they get
5
There is an evidence base for patients creating value
6
The activist payer is emerging and pursuing value (but
has some way to go)
7
Workforce is a worry. Optimism around leadership and technology.
10 global trends in healthcare reform
Health Promotion
Quality control
and process flow
Workforce
Primary care &
Accountable and value-based care
care closer to
home
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.
All rights reserved.
25
10 global trends in healthcare reform
Patient power
Adapting to
ageing
Partnership, collaboration & consolidation
eHealth
transformation
Staying Power
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.
All rights reserved.
26
10 global trends: (1) Health promotion - Nordics
9.6% GDP spend on health. 81 years life expectancy.
Better outcomes
Strengths of a long-term, comprehensive, regional
approach and public/private balance
Strong quality registries, joined up care, health
promotion and local authority commissioning
‘Statist individualism’ approach has led to halving in
smoking rates since 1980s, now one of lowest in the world
Still, not perfect: 4% of Swedes and 6% Norwegians have
problems paying copayments, and fragmentation an issue
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.
All rights reserved.
27
10 global trends: (2) Ensuring safe, reliable care
Drive to ensure safe effective care and high
reliability organisations
Healthcare lacks industry-wide standards, as other
global sectors that risk human life do.
Four features of high reliability organisations
Example: Geisinger’s ProvenCare model has transformed it and
failing neighbouring providers into some of the best in the world
10 global trends: (3) Workforce
29% shortage of health professionals predicted by 2022
Five successful habits for improving workforce
motivation and productivity:
Strategic focus on value for patients
Empowered professionals given responsibility
Use of process redesign
Steering on outcomes
Active management of staff performance
New types of services and new kinds of professionals are
emerging
Example: Buurtzorg provides community care through 8,000
nurses, no managers and a decentralized small-team structure
10 global trends: (4) Accountable and value-based care
Systems around the world trying to shift from paying
for activity/cost to paying for value/outcomes
What it requires:
Patients as partners: if you don’t have their
outcomes in mind you’ll get lost
Visible outcomes can be improved. Invisible
ones can’t
Define your position in the pathway and leverage
performance through partners
Centralize authority and decentralize decision making
Your purchaser or contractor is your partner,
not your enemy.
Example: USA has a target to move 75% of care to value based
payment by 2020
10 global trends: (5) Primary care & care closer to home
Primary care is a critical part of transformation, yet its
weakness means its capacity to do so is limited
To better support changing patterns of disease and
patient expectations, systems are:
Looking to new models that support scale
Increasing specialisms within primary care
Investing in technology
Trying to increase speed of access
Four principles driving reform: access, patientcentredness, information and accountability
Example: Clalit is a self-contained primary care-led system in
Israel. Major investments in patient data systems and telemedicine
10 global trends: (6) Patient Power
Low patient empowerment results in poorer
outcomes, experience and use of resources
Systems only scratching the surface in exploring
potential of:
Segmentation
Patient and carer-led service design
Shared decision making
Maximising self-care and management
Patient activation
Community and peer delivered services
‘Activated’ patients cost 8 – 21% less
Example: NHS in England introduced ‘friends and family
test’ for 15% of all patients across all settings
10 global trends: (7) Adapting to ageing
By 2050, number of over 60s globally will have
doubled from today, to 2 billion
No single breakthrough idea will address the growing
‘silver tsunami’ faced by developed societies
Active involvement of citizens and the
community in these changes will be key
End of life care will be a vital area for research,
innovation and improvement
Breaking beyond the medical model towards
integrated care and self-support
Innovative ways of raising new public and
private funds
UK finds saving of £958 per patient for deaths at home
instead of hospital
Example: NUHS Singapore are developing primary, hospital and
nursing home care integrated around the home
10 global trends: (8) eHealth transformation
The case for eHealth is more compelling than ever, yet its
performance has never been more mixed
Top-down ‘push’ approaches have often resulted in
expensive failures, but we are learning the importance of:
‘Pull’ strategies to encourage adoption
The power of the crowd in healthcare
The importance of data: the ‘I’ in IT
Collaborative alignment between stakeholders
Technology as a disruptor, not an add-on
Meanwhile, advances in big data, telemedicine and data security.
IHB is helping providers benchmark performance internationally
Example: Birmingham University Hospital has developed a hospital
benchmarking tool & real-time safety monitoring system
10 global trends: (9) Partnership, collaboration & consolidation
Pace of mergers, acquisitions, partnerships, networks
and alliances is booming
Used to improve quality, build brand, coordinate care, find
economies of scale and diffuse innovation
A long history of failures, but quiet successes show
several ways of getting it right
The model is helpful but leadership is critical
Requires long term strategy and planning
A focus on quality works better than size or money
The best alliances grow a series of wider missions
Strong payer-provider alliances are a major asset
Market conditions less influential than many think
Example: German hospital chains Helios and Sana are expanding by
strategically acquiring providers whose quality they can improve
And the key
ingredient for success
is… Staying Power
65 healthcare leaders, 30 countries, 6 continents
Factors in transformed organizations:
Long term vision with sense of urgency
Master tools that give them the edge
Curiosity and enthusiasm for innovation
Shared global themes of transformation :
Empowering patients
From organizations to systems of care
Care in and closer to homes
Out this Autumn.
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Out now:
Paths to population
health
Eight practical steps for
achieving coordinated
and accountable care