Skip to main content

Hospital Consolidation Gets a New Playbook

 |  By Philip Betbeze  
   February 14, 2013

This article first appeared in the January/February 2013 issue of HealthLeaders magazine.

One long-held belief is that it's easier to find the truth of any story by following the money. That axiom might be the most appropriate for determining the winners and losers in healthcare reform writ large. While some leaders practice watchful waiting, many others are taking big risks by affiliating, partnering, and acquiring outside their own organization's areas of expertise. They argue that such a dramatic change in reimbursement patterns and accountability demand big strategic changes in their organizations. The future, they argue, belongs to those who seek to build their capabilities far beyond the hospital and beyond even outpatient services. They seek to be the healthcare destination for their patients—envisioning a future dominated by cooperation among healthcare services, payment for those services, and reducing waste.

Yes, traditional consolidation defined as hospitals acquiring hospitals is still viable and, indeed, pressure to consolidate is unrelenting. But some organizations are going outside of that narrow hospital-focused model to develop expertise and capabilities that go far beyond providing healthcare services to patients for a fee. Instead, they're building networks that can handle—to varying degrees—payment, patient management, and services. Payers and providers are recognizing that hospitals are being asked to do things payers have done for years: handling actuarial work, building networks, monitoring quality, and managing utilization and claims.

Of course, that logic has failed before, as hundreds of health systems started health plans in the early 1990s. Later, many of them proved financially unviable. In a similar way, today's innovative partnerships and acquisitions might be tomorrow's folly.

While many larger systems are acquiring other hospitals and smaller systems, which could be an attractive strategy, that's a business most executives know. What's really risky, and what might bring associated reward, are nontraditional alignments that combine all of what healthcare providers are being asked to do by employers, the government, and commercial payers.


  • 1

Philip Betbeze is the senior leadership editor at HealthLeaders.

Tagged Under:

Get the latest on healthcare leadership in your inbox.