Some affiliations should move faster, some should slow down, and some will likely not move at all.
Many potential affiliations have merit — between health systems, between physician groups, between health systems and physician groups, between health systems and insurers, and other combinations. But what often separates them is timing and location.
Today’s clinically integrated networks vary greatly. Managing these networks may be more art than science at this stage. Many may find it a steep learning curve.
Many health care organizations are early in their journey to form and use a clinically integrated network (CIN). For others, it is a “useful and flexible tool”. For still others, “it is our future”. Below, we “check in” on the progress of seven aspects of a CIN:
Healthcare organizations are rapidly developing new alliances. A key factor is the relationships between leaders.
We don’t know of a healthcare organization that is not contemplating at least one new relationship with another organization. Described below are several forms of strategic linkages that are under development: