Specialty drug management programs are complex by nature with disparate multiple stakeholders. Increasing availability and cost of specialty drugs create an unsustainable financial burden for payers. How do you most effectively integrate and manage the many detailed program components, organizations, and tactics? Combining your core strategies that you previously implemented from our Combat Specialty Drug
The Executive’s Guide to Healthcare M&A: Part IV Most mergers fail to achieve their objectives. In our experience, this is due to misalignment of M&A objectives with acquisition target partners, unsuccessful post transaction operational integration, or both. Previous articles in this series share best practices on defining merger objectives and finding the right partners to
The Executive’s Guide to Healthcare M&A: Part III Once you know what capability gaps you want to fill through acquisition or external collaboration, finding the right partner is critical. Choose badly and you’ll have wasted enormous resources of time and money. This article discusses five steps to identify and prioritize a set of potential healthcare
Many healthcare organizations are looking for opportunities to address gaps in their growth and delivery capabilities. In almost every case, the key question becomes “build or buy?” The answer begins with defining the desired future state and evaluating which option can most effectively help you meet your objectives. Build: An In-House Plan When we work
The Executive’s Guide to Healthcare M&A: Part I It’s very likely that sometime soon, your organization – whether you’re a payer, provider or supplier to the healthcare industry – will be involved in some form of acquisition, merger, collaboration or integration. We work with healthcare organizations every day to devise transition and growth strategies in
In our last post we looked at four key threats to payers from industry devolution with value based reimbursement. These included: Administrative Service Disintermediation Network Management Disintermediation Health Management Disintermediation Loss of Negotiating Leverage Each threat is largely a result of the consolidation of provider organizations of all types into multi-modal comprehensive integrated delivery systems.