However, successfully integrating such pieces of the continuum doesn't stop at acquisition, of course. Many who began their careers in hospitals and stayed there have little experience in managing these other lines of business. That adds to the fear that the capital required to re-engineer the business model may yet still be squandered.
First among CEOs' concerns has to be the fact that healthcare leaders need new faces, new skill sets, and new ideas on the system's leadership team. Managing a physician practice or outpatient surgery center requires a basket of skills and experience that most hospitals and health systems don't have.
Sometimes they make the mistake of pretending that such entities can be managed by those who grew up in hospitals. Usually, this is not the case, even if the misalignment comes more from a political and cultural place than in actual aptitude.
So CEOs are hiring executives from health plans to help manage risk. They're hiring physician executives to help re-engineer care, and they're employing a cast of people who can help patients manage through care transitions. That's effectively what all these experimental risk-based payment systems have been asking them to do.