09 – Interview with Dr. Craig Samitt, President & CEO of Blue Cross Blue Shield of MN and Stella

Dr. Samitt is the President & CEO of Blue Cross Blue Shield of MN and its parent company, Stella. He came to Blue Cross in July 2018 from Anthem, Inc., where he served as EVP and President of Anthem's Diversified Business Group, and as Chief Clinical Officer. Dr. Samitt has led sequential health systems transformations, previously serving as President & CEO of HealthCare Partners and President & CEO of Dean Health System. Dr. Samitt received his undergraduate degree from Tufts University, his Doctorate in Medicine from Columbia University, and his Masters in Business Administration from The Wharton School. Dr. Samitt has been a nationally recognized expert and thought leader on health care delivery and policy. His record of collaborating across the health care system to deliver higher quality care at a lower cost led to him being named as one of the “50 Most Influential Physician Executives and Leaders” by Modern Healthcare in 2018. [fl_builder_insert_layout id="3603"] Show Notes

• Healthcare leaders of the future should look to the skill sets that leaders in other high-performing industries use to drive sustained success, such as 1) strategic nimbleness, with the realization that healthcare as we know it needs to be reinvented; 2) collaborative intent, with a goal of achieving partnerships between doctors, hospitals, payors, patients and vendors that have aligned incentives and interests, all directed at delivering better care at a lower cost; 3) execution discipline, and moving beyond “success” being defined as incremental progress around the margins of your core business.
• Mission and margin can coexist as long as the outcomes benefit the consumer. High quality care can be more profitable than lower quality care. The best way we’ve done this is to look to partner and invest in organizations that generate a wellness ROI.
• Organizations can establish successful partnerships by identifying a common vision, agreeing upon goals, and building common ground.
• Partner organizations can overcome boundaries and obstacles by keeping a customer-focused view on their problems and by demonstrating “collective sacrifice” when needed.
• Leaders can accelerate transformative value by matching their risks with innovation; by testing innovative practices on services that need to be changed; those that effect total cost of care and quality outcomes the greatest.