Hospital Mergers—Why They Work, Why They Don't

Larry Scanlan

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208 pages, 6" x 9", softcover
AHA Order Number: 108100
ISBN: 978-1-55648-375-2
AHA Member Price: $64.00
Nonmember Price: $72.00

Hospital Mergers identifies the core lessons and practical ideas learned from dozens of real-world merger experiences and applies them to the strategic and operational challenges facing senior executives and governing board members. It provides empirical and instructive insights on the factors and outcomes of mergers characterized by a change of management control, a legal merger, an acquisition, a joint operating agreement, a long-term lease, or a comprehensive joint venture.

Filled with case studies, stories, and conclusions based on a 15-year-long longitudinal analysis of mergers from across the country. It reveals details on the immediate and longer-term post-merger outcomes and helps readers understand the reasons why the results were successful or not. It presents an empirical roadmap that facilitates the process of bringing the many decisions involved in a merger from early strategic discussions to a successful conclusion.

Hospital Mergers will help hospital executives and boards of trustees identify the questions and understandings behind a merger strategy that are essential for consensus among management and the board and, eventually, with other constituents, such as physicians, employees, and the community at large. It can help readers navigate through "deal breaker" leadership issues, like who will be the new CEO, who will sit on the new board, and who will be on the new senior management team. It also addresses a "soft" component of mergers such as organizational culture and other issues that can make or break a merger.

Strategic Help for Various Merger Scenarios

• Financial Imperative

• Growth Imperative

• Mission Preservation

• Defensive Position

• Merge (or Sell) Rather than Close

• Trend or Fad

• Managed Care Environment

• For-Profit Hospital Growth

Comments from Health Care Executives

...timely, insightful, and instructive for leaders wanting to avoid the pitfalls of mergers...
Nancy M. Schlichting, President and CEO, Henry Ford Health System, Detroit, MI

...organizational leaders and boards will surely turn to this book often for honest and objective insight...
Donna Katen-Bahensky, President and CEO, University of Wisconsin Hospital and Clinics, Madison, WI

...an excellent analysis of strategic and tactical considerations for mergers...the definitive reference on the subject
Howard P. Kern, President and COO, Sentara Healthcare, Norfolk, VA

...an absorbing and powerful book that can easily be read and appreciated by managers and leaders at all levels in the health care system.
Mary G. Nash, Associate VP for Health Sciences and Chief Nursing Executive, Ohio State University Health System, Columbus, OH

The success rate of health care mergers will be higher if the key stakeholders have the benefit of this insightful review.
P. Terrence O'Rourke, MD, Executive VP and Chief Clinical Officer, Trinity Health, Novi, MI

...should be required reading for every board leader, senior manager, and physician leader of a health care institution contemplating a merger or change in sponsorship.
Dick H. Weber, Chair, Joplin Regional Board of Directors, Mercy St. John's, Joplin, MO

This very practical, "user friendly" and insightful guidance helps leaders critically evaluate the value of such an important initiative.
Ruth W. Brinkley, West Ministry Market Leader, Ascension Health, and President/CEO, Carondelet Health Network, Tucson, AZ