Playing out Scenarios

All too often businesses become paralyzed by uncertainty in the environment. With frequent shifts in potential healthcare policy, shifting interpretations of healthcare regulation, new competitive pressures, and emerging technology, the future has never been more uncertain in healthcare.

We use scenario planning to lasso this uncertainty. We describe distinct potential scenarios and the ways they may impact the industry, specific lines of business, various stakeholders, and individual participants. Then we focus on organizational impacts to potential barriers to moving forward. Our methodology helps executives to stay grounded and in motion regardless of how much the environment is shifting around them.

Unsticking the situation

Traditional approaches to strategic and operational transformation use a logic / expertise- based approach that can leave clients feeling informed but also cynical and resistant.

We use immersive visioning and scenario-based exercises to align team members around goals, risks, obstacles, and desired outcomes. This methodology accelerates and energizes change. We’re continuously refining our approach, built upon experiences across our client base and through our cross-industry forums.

Visioning the Future

Traditional one- to three-year planning works in a relatively steady environment when the future is expected to look like the past. We now see disruptive forces emerging that could dramatically shift how we pay for and access healthcare. In order to think bigger, we need to step back and envision what the future could be like. We consider potential futures in two, five, ten, and even fifteen years to make we are investing in where healthcare is going, and not in where it has always been.


Standalone Workshops

  • Amazon: The Everything Company + Healthcare

  • CVS/Aetna =/ CVS+Aetna : A whole new competitor in our midst

  • Social determinants of health: destination and transformation

  • Changes in the competitive or policy landscape

  • Custom workshops

Operational Transformation


We don’t just talk the talk… Our operational transformation services help organizations to make good on their strategic goals. Our consultants work closely across strategic and operational projects. This collaboration ensures that our strategic work is related to the real world and that our operational projects are aimed at achieving a more aspirational level of transformation.

Our business model relies on a blend of employees and subcontractors. This structure allows us to stay focused on client value versus consulting bench management. We recognize our subcontracting workforce as incredibly skilled and valuable entrepreneurs and small business owners themselves. We aim to be the subcontracting partner of choice by instituting a number of practices and programs aimed at strong partnership with this workforce.


Spring Junction

(launching January 1, 2019)

Spring Junction is a membership-based forum that will bring together forward-thinking leaders in healthcare to inspire transformation. Spring Junction members will be able to collaborate, stay engaged, follow trends, and continuously learn.

Spring Junction will feature a library of curated data and articles, case studies, special events, original content and more. Spring Street Exchange will highlight leading voices and innovative approaches in each dedicated topic area. Spring Street Exchange staff will refine and improve Spring Junction to fit member requests and needs.

Spring Junction will harness the power of radical collaboration, without requiring members to compromise their strategic advantages. Spring Junction’s first area of focus will be Social Determinants of Health (SDOH) starting January 2019.

As awareness grows about the degree of impact social determinants have on health outcomes and costs, the industry is taking note. Yet, socially informed interventions often don’t fit in a typical intervention toolkit for a health insurer or health system. Effective social determinant programming is locally defined, usually with multiple stakeholders, breaks the patterns of healthcare thinking, and involves complex payment and measurements. Combined, these complications make implementation particularly difficult, but also highlights why a forum is so badly needed.