Becker's Hospital Review

20 POPULATION HEALTH 20 CEO/STRATEGY Report: Providers predict Target, Amazon most likely to follow Walmart's standalone health clinic model By Jackie Drees W hile the impact Walmart's free- standing health center model is will have on provider organizations is yet to be determined, executives and clinicians anticipate other retail and tech giants will soon follow and open their own clinics, according to a Reaction Data report. For its Walmart's Medical Clinics report, Re- action Data interviewed 132 individuals from healthcare provider organizations across the U.S. about their opinions on Walmart's strategy. e report participants included executives such as CEOs, CNOs and COOs as well as clinicians. Of those surveyed, 30 percent said they were convinced that Walmart's freestanding health center model will pose a negative impact on traditional providers, while 27 percent said it will have no impact. Twenty-five percent of participants indicated Walmart's medical clin- ics will have a positive impact on other provid- ers, and 18 percent said they were unsure what implications will arise. When asked what other companies might follow Walmart's lead, participants listed the following: Other: 21 percent Target: 20 percent Amazon: 19 percent Walgreens: 15 percent CVS: 14 percent Apple: 8 percent Costco: 3 percent Rite Aid: 2 percent Hy-Vee: 2 percent Google: 2 percent n 4 New York hospital execs on what 'Medicare for All' would mean for them By Morgan Haefner M ore hospital closures, lon- ger wait times, and cuts to research and develop- ment funds would be the new re- ality under a single-payer system like "Medicare for All," four hospital executives told Newsday. Here's what they had to say: Kevin Dahill, president and CEO of the Suburban Hospital Alliance of New York State: "All you have to do is look at the hospitals that are in the most financial trouble to see they're usually the ones that depend mostly on Medicaid or Medicare payments. If [Medicare for All] happens, the clock will be ticking on every hospital. Some will close." Michael Dowling, president and CEO of New Hyde Park, N.Y.- based Northwell Health: "It's like you want to go and redo the kitchen and some ideologue shows up and says you have to knock down the house, all the way to its foundation. No. I just need a kitchen." Andrew Brotman, MD, execu- tive vice president and vice dean for clinical affairs and strategy and chief clinical officer at NYU Langone Health in New York City: "Research and development would be particularly hurt because it's mostly supported by surpluses and philanthropy. Philanthropy would become one of the few sources, and it would be unlikely to make up the difference." Richard Murphy, president and CEO of Mount Sinai South Nas- sau in Oceanside, N.Y.: "I just don't know how I'd make the math work [under Medicare for All]." n Why CEOs should solve problems outside their organization By Morgan Haefner C limate change, public health and social inequality are not just society's problems to fix — they're also the problems CEOs and executives should be addressing, according to the HBR IdeaCast from Harvard Business Review. The podcast featured Rosabeth Moss Kanter, PhD, a professor at Harvard Business School in Boston, being interviewed by Curt Nickisch, senior editor at HBR. In Dr. Moss Kanter's opinion, while some CEOs may view problems like climate change and social inequality as peripheral to their operations, these problems actually affect their companies' ability to do business. Socie- tal problems can also spark innovations that benefit business, she said. CEOs and executives who think this way are "advanced leaders," as Dr. Moss Kanter dubs them. They see a need and leverage their organization to fill the gap. She pointed to CVS Health as an example of a company that has taken a big issue — public health — and turned it into new business lines. While CVS leaders could have siloed the company in the pharmaceutical industry, it instead embarked on a transformation into a healthcare company, allowing it to brainstorm community health projects and initiatives that have created new revenue streams such as clinics. "We need people who see the larger consequences of their actions," Dr. Moss Kanter said. "That's outside-the-building thinking. … Outside-the-building thinking is the only way you get innovation because inside an industry, inside a way of doing things, the temptation is to always repeat what you're already doing and not really challenge your own assumptions." n

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