Healthcare organizations' concerns about capital access and long-term viability are driving a boom in mergers, acquisitions, joint ventures, and other affiliations. Increasingly, these agreements result in nontraditional partners: nonprofits with for-profits, academic medical centers with investor-owned firms, faith-based systems with secular systems, and affiliations across the continuum of care. Ownership and governance structures also vary in terms of control. Today's healthcare leaders must base their M&A search on a host of factors, including capital...

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Healthcare leaders are preparing for the shift away from volume-based reimbursement by experimenting with different structures for population health. Organizations must learn how to collaborate with new partners, including erstwhile competitors. Population health management also requires internal bridge building; executive and physician leaders must work together to create networks. Primary care physicians could be in short supply, while specialists are likely to see their payment, work mode, and degree of control turned upside down. Good data and analysis of the...

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