From the Desk of the CMO
Gone are the days of relying too heavily on physician preferences or on cost-based models for decision-making. The shift in care has necessitated the need for a more standardized, evidence-based approach. Providers are navigating a difficult balance of “preaching” standardization on one hand, yet remaining flexible enough to adapt to evolving practices and patient needs on the other.
In my role as Chief Medical Officer for HealthTrust, I’m often asked to address the evolution to value-based care when I speak at industry and member meetings. A part of that narrative almost always includes discussion around the shift from price-focused sourcing to that which is clinician-led and value-based.
Countless examples exist illustrating how health systems that embrace collaborative decision-making are building trust and alignment around shared priorities. As a result, they are benefiting from higher rates of adoption, greater standardization and stronger alignment with their organization’s patient care and financial goals. We share three such examples in this edition of The Source.
Evolving roles for clinicians & supply chain
Clinical executives from both an acute care and a non-acute care perspective share the benefits of a symbiotic approach to patient care and procurement. Hear from Dr. Pranav Mehta (HCA Healthcare) and Tamala Norris-McJunkins (Surgery Partners). (See A Symbiotic Relationship)
Dr. Mehta recently invited me to speak at Elevate, a first-of-its-kind gathering of Chief Medical Officers from across HCA Healthcare focused on the role of CMOs as operational partners. In describing the evolution of a CMO’s role, I found his summary of the necessary changes to be profound: “The modern CMO is no longer only a clinical authority. We are strategic architects, culture builders, physician advocates and operational partners. We bridge strategy and the bedside—translating clinical excellence into sustainable performance and shaping the environments where great care is possible. While strategy sets direction and execution creates impact—it is leadership that makes it sustainable.”
Beacon’s expansive partnership
Neither cost containment, quality improvement nor better outcomes can be achieved without an integrated view. As our cover story on Beacon Health System illustrates, organizational alignment was key to the success of the health system’s work with HealthTrust Performance Solutions. (See A Purposeful Partnership)
Executive alignment made a difference not only in obtaining buy-in from colleagues throughout the expanding organization, but also when it came time for Beacon to implement solutions. Beacon’s leadership has cultivated an environment that encourages innovation and sustainable improvement in pursuit of service line excellence.
Accelerated & sustainable results for FMOL Health
In its work with Franciscan Missionaries of Our Lady (FMOL) Health, the HealthTrust Performance Solutions team promoted a proactive agenda that prioritized identifying opportunities, evaluating utilization and addressing variation across the organization. A proven framework enabled faster implementation, stronger alignment and sustainable results. Here, too, an intentional structure of collaboration has been critical to the success of FMOL Health in rethinking its service line strategies. (See Redefining Value)
Measurable impact for your organization
For those struggling with how to effectively integrate supply chain and clinical operations through formal cost, quality and outcomes programs, Performance Solutions is ready to help you bridge that gap. I encourage you to explore how our experience, technology and data insights will deliver measurable impact for your organization. In the meantime, stay well.
Stop by the HealthTrust Village during HTU in Denver to talk with my team. If you are not able to attend, let your Account Manager know you are interested in a discussion or email us at performancesolutions@healthtrustpg.com
Aashish Shah, M.D., J.D.
Senior Vice President & Chief Medical Officer
HealthTrust Performance Group
Share Email Care Variation, Patient Outcomes, Performance Improvement, Q3 2026, Value-based Care
