• Brand promise: Risk derived from the ability of the organization to deliver on implied duties, obligations and accountabilities to patients and markets served.
  • Transactional: Risk that occurs from managing or entering into one or multiple integrating transactions within identified time frames.
  • Clinical network: Ownership and management risks related to the assembly and management of, oftentimes, hundreds of providers affiliated by multiple agreements operating under a unified and common health system brand.
  • Partnerships, joint ventures, professional services and management service agreements: risks accruing from the need to create multiple legal mechanisms to pursue strategy.
  • Financial: Organization's ability to effectively finance and fund complex strategies (i.e., cashflow, balance sheet capacity, and credit risk).
  • Clinical quality and patient safety: The risks to patients derivative of their interactions with complex clinical services, operating systems, and delivery models.
  • Vendor partnerships: Risks that derive from new business models where vendors and providers collaborate toward common strategic goals.
  • Governance: The risks that accrue to Boards overseeing complex organizations containing multiple governance layers as a result of mergers, acquisitions and joint ventures.
  • Population health strategies: Healthcare providers sharing financial risk (insurance risk) for defined populations (i.e. insurance risk).
  • Medical staff management: The risks occurring from hospital medical staffs operating under new organizational designs.
  • Employed physicians: The risks of assimilation of physicians as employees operating under various employment agreements, compensation plans and management models.
  • Real estate/ facilities risk: Organizations (health systems and independent medical practices) become hemmed-in by legacy real estate relationships (ownership, lease or capital investment capacity) which negatively affects their ability to execute on a worth while strategy.

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