07 - Interview with Laura Landy, President and CEO of the Rippel Foundation

Laura Landy is President and CEO of the Rippel Foundation and has guided the creation of ReThink Health and FORESIGHT: Designing the Future for Health, the Foundation’s two flagship initiatives. Rippel seeds innovations in health by working with national and regional leaders to better see and execute systemic approaches that can transform our current system - one designed for another time, and create opportunities for better health and well-being for all. ReThink Health works with well-positioned stewards beginning where they are today; FORESIGHT looks ahead at future trends and emerging ideas and how they can accelerate transformative efforts. Laura has nearly four decades of experience addressing changing dynamics in health, higher education, economic development, social services, and culture. Her professional career includes relationships with The Ford Foundation, Pfizer, New Jersey’s public health system, AT&T’s Bell Labs, the 92nd Street Y, Adelphi University, and others.  Laura has served in leadership roles in many academic institutions including creating the Institute for Nonprofit Entrepreneurship at NYU’s Stern School of Business, helping lead both NYU’s and Fairleigh Dickinson’s entrepreneurial centers, and serving as adjunct faculty at Columbia University and the New School. She currently serves on the Dartmouth-Hitchcock Health Board of Trustees and is a board member of Grantmakers in Health. Laura received her undergraduate degree from Washington University in St. Louis. She received her MBA from New York University, and is a Fellow of the New York Academy of Medicine. [fl_builder_insert_layout id="3603"] Show Notes:

• Collaboration among disconnected healthcare entities can be achieved by determining the unique interests of all stakeholders involved and leveraging common co-dependencies among them.
• To support collaborative solutions, four key areas require focused attention: (1) creating a sound strategy, (2) clarifying values among stakeholders, (3) broadening stewardship across silos, and (4) creating sources of sustainable financing.
• Engaging with the ecosystem involves continued learning, comfort with change, and thinking about what’s possible.
• Collaboration is an indispensable technique to solve the tough problems facing population health today such as the mental health national crisis, affordability, and availability of pharmacy and specialty drugs.
• Embodying mission, vision, and values based on a global concept of health and a better world is about actively living those values when approaching daily work.
• Health ecosystem leadership must reflect the communities we serve and be centered around the individual with a focus on team-based, whole-person centered care.