Integrated Health System Operating Model
Clinical, digital and administrative functions operating in silos
Integrated Health System Operating ModelClinical, digital and administrative functions operating in silos
Align clinical, digital and corporate functions around patient pathways and outcomes.
Identify where value is created, captured and eroded across your institution — and where targeted intervention will produce disproportionate returns.
Isolate the structural shifts in operating model, governance or capability that separate incremental improvement from genuine transformation.
Assess whether your leadership team has the alignment, mandate and capability to sustain transformation beyond the programme room.
Evaluate whether your institution can convert decisions into execution — the capability, accountability and culture required to deliver.
THIS IS NOT TRAINING. It is leadership for institutional transformation.
Align clinical, digital and corporate functions around patient pathways and outcomes.
THE BOARDROOM
Where institutional decisions are made.
Designed for leaders with decisions to make.
Programme Outcomes
Four days. One coherent transformation.
Align clinical, digital and corporate functions around patient pathways and outcomes.
| Day | Stage | Focus | Coverage |
|---|---|---|---|
| 01 | UNDERSTANDOperating-model design. | Improved coordination. |
|
| 02 | DIAGNOSEservice-line governance. | faster decisions. |
|
| 03 | DESIGNThe transformation architecture. | better patient outcomes. |
|
| 04 | TRANSFORMMobilising people and capability. | Build the leadership alignment, capability, adoption and cultural conditions required to sustain the transformation. |
|
Programme Outline
A decision-grade view of the sessions, frameworks, discussions and outputs your executives will work through.
Begin by establishing a shared understanding of the institution's current position, the external forces acting upon it, and the gap between where it is and where it needs to be.
- Morning: Strategic context and institutional assessment
- Afternoon: Diagnostic frameworks and baseline analysis
- Executive discussion: What is really driving this challenge?
Move beneath the symptoms to the structural root causes. Map the pressure points where targeted intervention will create disproportionate leverage.
- Morning: Root cause diagnosis and structural analysis
- Afternoon: Pressure point mapping and prioritisation
- Framework: Institutional diagnostic canvas
Architect the transformation. Redesign the operating model, governance structures and capability framework required to move from the current state to the target state.
- Morning: Operating model and governance design
- Afternoon: Capability architecture and roadmap
- Executive discussion: What must change structurally?
Transformation fails without people. Build the leadership alignment, individual capability and organisational conditions required to sustain change beyond the programme.
- Morning: Leadership alignment and capability building
- Afternoon: Change strategy and adoption planning
- Framework: Transformation mobilisation canvas
Faculty with depth, not celebrity.
Senior practitioners who have led transformation inside the institutions they now teach — matched to the challenge this programme addresses.
Dr. Mei Lin Tan
Former Senior Partner at a global strategy firm, leading organisational design across Asia-Pacific. Advised 12 national agencies on structural reform. 20 years in organisational architecture.
Dr. Lena Petrova
Former advisor to the European Bank for Reconstruction and Development. Led governance reform programmes across 8 national institutions. 19 years in institutional economics and structural reform.
Dr. Maria Santos
Former Secretary of State for Administrative Reform in a Latin American government. Led structural reform across 15 ministries. 18 years in public sector transformation and institutional design.
Choose the session that fits your calendar.
This programme runs as independently selectable sessions. Each session follows the same core academic architecture while reflecting its regional executive context.
Bring one leader. Or align the whole team.
Institutional delegation pricing is designed to make cross-functional participation practical and to increase the value of implementation after the programme.
| Delegation | Per delegate | Participation | Terms |
|---|---|---|---|
| Individual Executive | US$2,500 | One delegate | One delegate. Full four-day executive programme. |
| Institutional Delegation | US$2,000 | 2–4 delegates | Per person for 2–4 delegates. |
| Transformation Team | US$1,500 | 5 or more delegates | Per person for 5 or more delegates. |
Translate attendance into an institutional case.
Estimate the financial value required for this programme to pay back its participation cost. This is a planning tool, not a promise of financial return.
Illustrative only. Actual organisational outcomes depend on implementation, authority, context and the assumptions entered above. HIGHpro does not guarantee financial returns.
Leave your edition with a transformation blueprint.
Improved coordination. faster decisions. better patient outcomes.
From insight → to institutional execution
Built around institutional realities.
Health-workforce Shortages, Ageing & Capability Distribution
Health-workforce shortages, ageing and capability distribution
Explore programme →
Fragmented Care Pathways & Provider Operating Models
Fragmented care pathways and provider operating models
Explore programme →The questions executives ask first.
Answered from this programme's own terms: who it is for, how it runs, what it leaves you with, what it costs and when it is delivered.
Turn interest into an executive decision.
Nominate yourself, reserve places for your leadership team, or request an institutional proposal for a larger delegation.