Health system growth transformation

A subscale regional health system lost the merger its strategy rested on. It needed a growth plan that could carry it as an independent and outcompete a larger rival, while staying attractive to future partners.

C595-95

Emergent strategy diagnosed against key questions

Situation

Need for enterprise strategy

Regional health system needed a new strategy in the context of value-based care and shifting sites of care.
A subscale health system with siloed components had based its strategy on a merger that unexpectedly did not go through.
Client needed a strategy that would ensure a positive trajectory and strong positioning for future partnerships and M&A.

Project

Comprehensive strategy approach

Performed tear-down of local healthcare dynamics by lines of service.
Facilitated a process of clarification of strategic intent for the client, and refocused vision towards embracing national trends towards care outside of the walls of the hospital.
Collaboratively developed a strategy emphasizing ASC care, primary care, and outpatient multi-specialty clinics with strategic location of these services to enhance overall system economics.

Four enterprise visions built, sized, and compared

Chosen vision converted into service-line commitments

Outcome

System posed for success

Client became positioned for success as an independent AND as a more attractive M&A target by implementing our recommended strategy.
System embarked on a transformation to moving care outside hospital’s walls and laying the groundwork to significantly outcompete its larger competitor in the areas selected for focus such as ambulatory surgery and accountable care.

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