A positive, high-performance culture can quickly turn negative if the CEO is not rigorous in constantly articulating values and holding people accountable for both results and values.
Championing quality improvement and value in the health care system is a passion of mine, and I'm able to bring about change through private equity activities.
Much of a leader's responsibility in creating a positive, high-performance culture is setting the right tone and acting on it consistently. That day-to-day execution - the tenor and tone - really makes the difference. One deviation - one exasperating meeting - and the CEO legitimizes bad behavior.
I've been on record since 2005 saying we need to find a way to eliminate the use of the pre-existing condition. The way to do that is really to get everyone in the insurance pool, and that way, we'll have people who need health services today, some who need it tomorrow, and some who won't need it for quite some time.
When I was a CEO, I thought I understood private equity. I didn't. And what I've learned since my retirement, and since becoming directly involved in the world of private equity, points the way to a new career path for thousands of talented senior executives - and a new engine for value creation.
We are a wealthy country. We also are the global engine of innovation in health care, whether it's the pharmaceutical industry or the creation of medical devices.
For insurance solvency, ongoing plan participation is vital.
The ACA's reliance on mandatory participation in exchanges as the only way to obtain a health insurance subsidy is fundamentally flawed.
King v. Burwell pointed at but did not directly challenge the ACA's most essential weakness: Government-mandated participation in health insurance exchanges as a precondition to receiving a subsidy is not the best or most effective means of achieving its goal of expanded access to health coverage.
One person uninsured is one person too many.
