Every healthcare executive knows that the US health system is in desperate need of repair, yet the path to real change remains unclear. The shift to value-based care is a step in the right direction, but the move to control costs while enhancing quality will require a significant transformation in all sectors of the field. No single enterprise can address these challenges on its own—organizations must work together, and across sectors, to optimize the value of their services and address affordability, access, and cost.
From Competition to Collaboration: How Leaders Cultivate Partnerships to Drive Value and Transform Health explains how healthcare leaders can navigate the difficult issues that arise when multiple organizations from different sectors and with different operating models, objectives, and cultures work together toward a shared purpose. By using this book’s health ecosystem leadership model (HELM™ ), leaders can shift their mind-set toward a broader purpose, focusing not just on healthcare but on health and promoting wellness.
Authors Tracy Duberman and Robert Sachs provide a roadmap for developing new leadership competencies. Using HELM, innovative leaders can work across the various segments of healthcare to meet the mission of creating healthier communities. To illustrate how this model is best applied, the authors offer a detailed fictional case study, as well as real-life examples from leaders who have demonstrated success with collaborative ecosystem initiatives. The book helps define the skills required for ecosystem leadership and presents concrete, actionable techniques and strategies for development.
To make the essential shift toward healthier communities, healthcare needs leaders capable of building and maintaining relationships across the health ecosystem. From Competition to Collaboration offers the tools and guidance to help drive leaders toward this shared purpose.
About The Authors
TRACY L. DUBERMAN, PHD, FACHE, PCC
With a background combining her executive experiences in the health industry, two decades of coaching and consulting, and innovative research on executive and physician leadership effectiveness, Tracy founded The Leadership Development (TLD) Group, Inc., and serves as its CEO. TLD Group works with leaders to align talent in order to execute strategy and improve performance through educational workshops; tailored on-site leadership development programs; and personalized, individual coaching for physician and health industry leaders.
Tracy has been recognized as an expert on leadership across the health ecosystem. She speaks on ecosystem leadership, physician leadership, succession planning, and talent development. Before founding TLD Group, Tracy led the organizational effectiveness and healthcare practice at a leading boutique executive coaching firm and was a senior consultant with Hay Group, one of the world’s most respected leadership and talent development organizations.
Tracy earned her PhD in public health policy and management from New York University, her MPH from the University of Medicine and Dentistry of New Jersey, and her BA from the University of Rochester. She serves on the board of the Physician Coaching Institute, and she is a Fellow of the American College of Healthcare Executives (FACHE) and of the Harvard McLean Hospital Institute of Coaching. She belongs to the Healthcare Businesswomen’s Association the American College of Physician Executives.
ROBERT SACHS, PHD
Bob works with organizations to enhance and integrate critical leadership talent strategies and systems and to assist then in developing their learning strategies and governance. He also provides coaching to executives. He currently serves as advisory board chair for The Leadership Development (TLD) Group. He also sits on the board of We Care Services for Children. We Care provides mental health and developmental services to children in the San Francisco Bay area. He serves on the advisory board of Pandexio, whose technology supports the development and sharing of critical thinking across organizations.
Bob spent 19 years at Kaiser Permanente (KP), most recently as vice president of national learning and development. His responsibilities at KP included succession management and leadership development. He led the team that provided learning services, including the enterprise-wide learning management system, and designed learning solutions for KP’s national functions. Prior to joining KP, Bob was vice president and managing director of the Hay Group, an international consultancy focused on human resources and talent development. He held national practice leadership and general management roles during his career with Hay.
Bob received his BS in psychology from Union College (New York), his MEd in counseling from the University of Hartford, and his PhD in counseling psychology from the University of Pennsylvania.
“Kudos to Tracy Duberman and Bob Sachs for developing such an insightful and productive approach to help leaders succeed in their everyday efforts and defining moments by enhancing collaboration across the health industry. For any executive coach looking to support and inspire clients to reach up, out, and across, this is the essential playbook.”
Marshall Goldsmith Multimillion-selling author or editor of 39 books, including Triggers and What Got You Here Won’t Get You There
“If nothing else, my 25 years in healthcare as a frontline provider, physician leader, health plan executive, and health system executive have convinced me that meaningful transformation of the United States healthcare system is a team sport. The ecosystem is simply too vast and complex to allow for significant success in silos. This timely book is both informative and optimistic. It not only details the leadership traits required to drive meaningful change—more important, it lays out inspiring examples of where this is happening today, what can be learned, and, most critically, what can be cultivated.”
David G. Carmouche, MD President, Ochsner Health Network, Senior Vice President of Community Care, Ochsner Health System
“This book is a must-have for today’s leaders to navigate and be successful in healthcare. In our dynamic times of change, the book reviews the whys and hows of collaboration while unmasking and realizing the potential synergies among both related and distinct stakeholders. The Key Takeaways in each chapter provide a roadmap for practical implementation and obtaining desired results. It is a go-to guide for every leader at the forefront of change.”
Poonam Alaigh, MD Executive Vice President of Corporate Development, Remedy Partners
“From Competition to Collaboration opens needed dialogue across the spectrum of care delivery. This book is a thought-provoking and practical piece for healthcare executives.”
Carman Ciervo, DO Chief Physician Executive Jefferson Health New Jersey
“This is a must-read for all of us in the healthcare field who are working to make a difference in the lives and well-being of the communities we serve. It lays out an excellent, practical approach to effectively bring individuals and disparate groups together to resolve key issues that keep us from achieving our Triple Aim goals. It offers the opportunity to personally assess one’s readiness to move into the population health world of the future. Worth every penny!”
Michael H. Covert, FACHE Former CEO, Catholic Health Initiatives, Texas Division, CEO, Covert and Company
“Tracy Duberman and Bob Sachs lay out well-developed methods for health industry leaders to be significantly more effective in today’s ever-changing health landscape. As they describe the components of their health ecosystem leader- ship model, their focus on real-world experiences and thoughtful case studies create a roadmap for anyone who aspires to transform outcomes in health—not just healthcare—by bringing together cross-sector actors to improve the lives of individuals and communities alike.”
Matt Guy, Senior Project Consultant, ReThink Health
“I’d like to thank Robert Sachs and Tracy Duberman for capturing, in a con- cise manner, the nature of what we are doing in the health ecosystem. Driving value is not just a tagline—it’s an actionable event. By transforming ourselves, we transform others, taking the well-being of our nation seriously. Well done!”
Donna Mills Executive Director, Central Oregon Health Council
“The healthcare system is under a period of dynamic change in which issues of affordability, cost, and value are rising to the forefront. It’s more important than ever to engage across the ecosystem and work together in pursuit of a common vision and shared, innovative health solutions. From Competition to Collaboration: How Leaders Cultivate Partnerships to Drive Value and Transform Health reveals the framework, mind-set, capabilities, and skills needed for leaders to drive change, partner effectively, and improve the health of our communities.”
Joshua J. Ofman, MD, MSHS Senior Vice President, Global Value, Access, and Policy, Amgen
“This essential book highlights the why, what, how, and who for enhancing cross-sector collaboration throughout the health ecosystem—whether at the individual, departmental, organizational, or industry level. Tracy Duberman and Bob Sachs combine years of health industry leadership development experience into a progressive and practical approach that finally enables leaders to drive value and transform health. Their wisdom has shaped and continues to shape my own approach to leading across the health ecosystem leadership model.”
Lorie K. Shoemaker, RN, DHA, NEA-BC Division Senior Vice President and Chief Nursing Officer Catholic Health Initiatives, St. Luke’s Health System
"Finally, there is a resource with the perfect blueprint for transforming healthcare. Recognizing the realities and difficulties with current healthcare leadership, healthcare governance and governmental barriers. From Competition to Collaboration reveals the key ingredients for walking the talk to the successful implementation of true solutions and successes for value base healthcare transformation. This is a must read for all healthcare sector executives serious about leading the future of American healthcare.
Joe Wilkins, FACHE, Senior Vice President & Chief Transformation Officer, Atlantic Health System
The health industry executives listed below were interviewed as key contributors to our health ecosystem leadership model. Their leadership stories are weaved throughout the book as examples of health ecosystem leadership in practice. The titles listed below reflect their positions at the time of our interviews.
Poonam Alaigh, MD, MSHCPM, FACP, is the Executive Vice President of Commercial Business at Remedy Partners, Inc., an organization focused on mobilizing payment reform by creating software and services that enable payers, employers, and at-risk providers to organize and finance healthcare delivery around a patient’s episode of care. Dr. Alaigh was previously the Acting Under Secretary for the U.S. Department of Veterans Affairs (VA), where she directed a healthcare system with an annual budget of over $70 billion and over 300K employees, overseeing the delivery of care to more than 9 million enrolled veterans.
Andrew Baskin, MD, is Aetna’s Vice President, National Medical Director for Quality and Clinical Policy and served as the Interim Chief Medical Officer (in 2014). He works on initiatives to measure and improve quality of care, the provision of evidence based care, quality measurement implementation and public reporting, health plan accreditation, and the establishment of performance based networks. Additionally, Andy partners with others to help establish programs which create incentives for more effective and efficient care, influence and assure compliance with healthcare reform regulations, develop products to improve affordability and quality of care, and promote payment reform.
Tanisha Carino, Ph.D., serves as Vice President, U.S. public policy at GSK, which is committed to helping people do more, feel better and live longer. In her role, Dr. Carino promotes public policies in the best interest of patients and the public’s health. Prior to GSK, Tanisha served as Executive VP at Avalere Health, a strategic health care advisory company, where she oversaw advisory and research services to the nation’s leading life sciences companies. Dr. Carino brings over 15 years of experience in consulting, management, health policy and strategy development across government, industry and academia. She is a recognized thought leader in the evolving U.S. regulatory environment, market access and commercial trends, as well as health technology and evidence-based medicine.
David Carmouche, MD, is Senior Vice President of Ochsner Health System and President of Ochsner Health Network in Louisiana. In his current role, David is responsible for clinical integration, population health strategies, development of a data and analytics infrastructure, care management, network administration and insurance product development. David joined Ochsner with 19 years of progressive healthcare leadership experience in medicine and operations. Before joining Ochsner, Dr. Carmouche served as the Executive Vice President of External Operations and Chief Medical Officer at Blue Cross Blue Shield of Louisiana in Baton Rouge where he successfully led important initiatives designed to organize care, improve quality, and increase affordability.
Carman Ciervo, D.O., FACOFP, is the Executive Vice President and Chief Physician Executive at Jefferson Health New Jersey (JHNJ). As a member of the senior leadership team since 2010, Carman has played a key role in Jefferson Health of New Jersey’s continued growth and transformation, working directly on hospital and health system initiatives related to the employed-physician model, population health, and clinical excellence. He has also overseen the progressive growth of the Jefferson Health New Jersey (formerly Kennedy) Health Alliance, a consumer-friendly network of primary and specialty medical practices throughout southern New Jersey.
Mohamed Diab, MD, Vice President of Provider Transformation leads population health management at Aetna. His focus is on providers as they transform their care delivery to achieve the “Triple Aim” by improving quality of care and reducing unnecessary cost. Mohamed has more than 25 years of experience as a provider as well as an executive in the payer and consulting industries. He has a background in medical management, pharmacy benefit management, clinical informatics and cost management programs.
Robert C. Garrett is Co-CEO of Hackensack Meridian Health, which has four hospitals ranked among the top 10 in New Jersey according to U.S. News & World Report – including No. 1 ranked Hackensack University Medical Center - more than any other network in the state. Robert focused on aggressive expansion of the Hackensack University Network before its merger with Meridian Health. As Co-CEO, Robert concentrates on innovation and leading partnerships, including launching New Jersey’s first private medical school with Seton Hall University and a historic partnership with Memorial Sloan Kettering Cancer Center.
Matthew Guy, a health ecosystem convener, is President and Owner of Accelerated Transformation Associates, and specializes in clinical, community, and population health transformation. Through his work with ReThink Health, he provides great insights on his work to convene groups in systemic changes to positively impact the health of the populations within Sonoma Country, CA; Bend, OR; and Albequerque, NM.
Bob Hemker is the former (now retired) President and CEO of Palomar Health, a district health system serving the health needs of the largest health care district in the Northern San Diego region. In addition to three hospitals, namely Palomar Medical Center Escondido, Palomar Medical Center Downtown Campus, and Palomar Medical Center Poway, Palomar Health offers home health care, surgery, skilled nursing, ambulatory care, behavioral health services, wound care, community health education programs and Level II Trauma service. Bob has extensive experience managing the strategic, financial, and operational aspects of healthcare organizations, working closely with communities, physicians, and board representatives.
John K. Lloyd is Co-CEO of Hackensack Meridian Health, one of the largest, most comprehensive health networks in New Jersey, which includes 13 hospitals, 28,000 team members, more than 6,000 physicians and over 140 patient care locations across the state. John has focused much of his career on developing a full continuum of care – long before national health care reform mandated such changes. As Co-CEO, John oversees all non-acute care hospital businesses, including population health and the foundations. John’s expertise and vision have helped the network meet and exceed the challenges of health care reform.
Roland Lyon is president of Kaiser Permanente (KP) of Colorado, where he leads the state’s largest nonprofit health plan, providing healthcare to approximately 670,000 members in Denver/Boulder, Southern Colorado, Northern Colorado, and the mountain communities of Summit and Eagle counties. Lyon joined KP in 2002, initially based in California before coming to Colorado in 2006. His roles in California included vice president of consulting and capital planning in KP’s Northern California region, and vice president of strategic planning in KP’s national program offices.
Donna Mills is the Executive Director of Central Oregon Health Council. The Council convenes stakeholders across the health ecosystem to create and implement programs in service to the mission of better health, better care, and better value for healthcare in the Central Oregon Region. As a seasoned healthcare professional with experience in leadership positions in healthcare, finance, and operating management, Donna has a proven track record recommending and executing business and financial solutions and initiatives, ultimately contributing to an organization’s financial results.
Joshua J. Ofman, MD, MSHS, is the Senior Vice President, Global Value, Access and Policy at Amgen ensuring the integration of reimbursement needs into the product development and commercialization process. In prior roles, Dr. Ofman was an academic gastroenterologist at Cedars-Sinai Health System and Senior Vice President of Zynx Health Inc., focused on evidence-based clinical information for quality improvement and reimbursement, and health economics strategy for life sciences companies. Dr. Ofman received his advanced medical training in Gastroenterology from UCLA and his Health Services Research training from the RAND/UCLA/VA program.
Barry H. Ostrowsky is President and Chief Executive Officer for RWJBarnabas Health, New Jersey’s largest not-for-profit integrated health care delivery system and the largest private employer in the state. Mr. Ostrowsky joined Saint Barnabas Medical Center in 1991 as Executive Vice President and General Counsel. He served in the same role at Barnabas Health, when the System was created in 1996. He assumed the title of President and Chief Operating Officer in 2010, and became President and Chief Executive Officer in January 2012. Prior, Mr. Ostrowsky was a Senior Partner in the law firm of Brach Eichler. He received a BA from Rutgers University and a JD from the University of Tennessee School of Law.
Craig Samitt, MD, MBA, is the EVP and Chief Clinical Officer at Anthem, where he is responsible for establishing, leading, and executing overall clinical vision and strategy for Anthem, the second largest health insurer in the US. In this role, Craig leads all clinical operations and policy as well as Anthem’s diversification strategy, from payer as a benefit-management company to payer as partner, enabler, and convener. An internal medicine physician by training, Craig has worked across multiple sectors within the health ecosystem including providers, payers, and policy makers. His work specializes in turnaround management, growth of physician networks, enhancing integrated delivery systems, and diversifying health plans in competitive markets.
Lorie Shoemaker, DHA, RN, MSN, is the SVP and Chief Nursing Officer at CHI – Texas Division, where she is responsible for the oversight of the quality of nursing care and nursing practice across the acute and post-acute care continuum. Prior to joining CHI St. Luke’s Health, Dr. Shoemaker served in a variety of leadership roles over a 29-year career at Palomar Health in California, including the System Chief Nurse Executive. In this role, Dr. Shoemaker provided oversight for nursing care across the system that included three acute care hospitals, two skilled nursing facilities, as well as ambulatory and home health agencies.
Joe Wilkins, MBA, FACHE, is the Senior Vice President, Chief Transformation Officer at Atlantic Health System. As a healthcare industry executive, Mr. Wilkins has repeatedly driven significant organizational transformations. Mr. Wilkins has dedicated his career to executive management and boardroom leadership within healthcare organizations. He strives to make a difference within our communities, to advance healthcare equity, innovation and transformation, while expanding access, affordability and improving the quality of healthcare and mental health services.
Patrick R. Young is president of Population Health for Hackensack Meridian Health, where he leads the Population Health division and is responsible for accelerating the development of strategic priorities related to health care reform; population health management; Meridian’s Medicare Shared Savings Accountable Care Organization; Hackensack Meridian Health Partners, Hackensack Meridian Health’s clinically integrated network; health insurance partnerships; as well as overseeing Managed Care.
Julie Miller-Phipps is the President of Kaiser Foundation Hospitals and Health Plan in Southern California, where in partnership with leaders of Southern California Permanente Medical Group she directs operations for the region’s 14 hospitals and 222 medical offices. Julie previously served as President of Kaiser Foundation Health Plan of Georgia where she was responsible for the delivery of health care needs to nearly 300,000 Kaiser Permanente members who are served through a network of 26 medical offices and specialty centers, as well as four contracted hospitals.