By David Goldberg
Like many health systems, Mon Health’s employed provider network has created new challenges. Mon’s network grew substantially over the past decade through practice acquisition and incremental recruitment. However, due to the nature of the medical group’s growth, the providers within the group were not culturally or operationally aligned. Many continued to operate as they had pre-acquisition. This created challenges and inconsistencies in operations and limited Mon Health’s ability to move as one to address strategic opportunities or challenges.
These challenges were exacerbated by the breadth of the physician enterprise. The medical group served nine counties in three states, and the employed providers served patients in all major health system service lines. Because of the geographic distribution, the providers predominantly interacted with hospital executives at the local level, who were more focused on hospital operations than building consiste