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The core mission of health systems is at risk of disintermediation and commoditization by health plans, private equity, retail and big tech

With careful assessment, health care boards may consider a return to the board room in 2021.

In a time when strong leadership is paramount, health care boards must be intentional and creative to stay informed and engaged, while adopting virtual meeting platforms and adapting practices to maintain effective governance.

By adopting practices that embrace innovation, boards are better prepared to plan for change.

Organizations must rethink their approach to build customer engagement and loyalty.

The seismic forces currently roiling health care present boards with a new set of profoundly consequential strategic options. These often involve significant risk, major mission shifts, and challengingly short windows of opportunity.

Utah-based Intermountain Healthcare continues to transform itself to best adapt to the demands of the changing health care environment. As part of the current transformation, the health system has organized its leadership to optimize the interdependencies of safety, quality, patient experience and workforce engagement. Under this construct, the system streamlines decision making, minimizes waste and redundancy, and positions the organization to deliver exceptional patient-centered care.

Health care providers must draw lessons from the core capabilities of successful companies in the internet economy.

Corporate boards, across industry sectors, are increasingly being called upon to support management as the company responds to how innovative competitors “disrupt” their existing business model. Blockbuster, Borders and ESPN are prime examples of established companies that have been pulled into the financial undertow created by nimble disruptors.

Hospitals and systems must understand the threats posed by market disruptors and craft specific strategies to protect their missions.

The template is designed to help a hospital or health system develop profiles of disruptive competitors that are already in its service area (or are anticipated to enter its service area). An interactive MS Word document of this template with fields is available.

Hospital and health system boards and leadership can advance their understanding of telehealth and how it fits into organizational priorities by considering the following questions.