Partnerships: Mergers, Affiliations and Ventures
Sweeping changes across the healthcare industry have resulted in an accelerated pace of consolidation and integration among traditional and non-traditional partners under a diverse array of models. Today’s landscape demands a new way of thinking as the rationale for partnerships increases. We work with our clients to define and realize innovative for strategic value creation.
Business Strategy Should Drive Affiliation Strategy
In our view, mergers, affiliations, and partnerships are not a strategy in and of themselves, but rather a means to achieving an organization’s strategic objectives.
Scale is Important, but it isn’t Everything
Achieving greater scale can often yield significant benefits but we do not subscribe to the belief that in order to succeed a health system must achieve a certain size.
Bringing an Objective Eye
A strategic advisor is not predisposed to a particular approach or solution. Partnership development requires an objective assessment of structural models and a thorough understanding of market dynamics.
Keith Dickey has more than 18 years of experience providing strategic and financial advisory services to a broad range of healthcare organizations including: integrated delivery systems, academic medical centers, hospitals, provider-sponsored managed care organizations, senior care facilities, clinical laboratories and medical equipment companies.
Ms. Edwards has over 30 years of consulting experience delivering strategic, operational and financial improvements for healthcare providers. Her areas of expertise include: organizational design, improvement and effectiveness, financial optimization and strategy.
R. Christopher Regan
R. Christopher Regan is a founding partner and Managing Director of The Chartis Group. He is a leader of the firm’s Strategy practice with a particular focus on health system strategy and mergers and affiliations within academic health centers and regional health systems.