Maintaining a diversified partnership portfolio has become a core skill set and business model used by leading health systems to support several elements of their strategy. The level of investment and dependency placed on partnerships requires health system leaders to regularly evaluate existing partnerships in the context of changing market conditions and their evolving strategy. In most cases, health system leadership has greater visibility into partnerships with significant strategic or economic impact; however, systems may not have as good a sense of the value being derived from their overall portfolio, which may include numerous, smaller partnerships. Although the focus and scope of each organization’s partnership portfolio varies, the following approach to evaluating partnerships can be adapted to suit each organization’s unique needs. This approach can be expanded to address a range of affiliation arrangements and can also be used by multiple parties seeking to jointly evaluate a new partnership.
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 wi...