Brett Spencer is a member of Boston Consulting Group's Strategy and Health Care practices, focusing primarily on health care delivery systems and their evolving interactions with the rest of the health care industry.
Since joining the firm in 2014, Brett has worked with numerous organizations on merger-and-acquisition evaluations, postmerger integrations, system strategy, innovation of payment and care models, and clinical integration. He has also helped clients design new delivery models—including those for product design, pricing, and marketing—to meet patients’ emerging needs.
In addition, Brett has deep experience helping companies enhance their performance as they prepare for the increasingly cost-competitive health care environment. He assists them in collaborating with new partners to achieve competitive advantage.
Before BCG, Brett was a partner in Booz & Company's health care practice. After medical school, before returning to consulting, he was founder and CEO of a multispecialty physician group supported by a joint-venture diagnostic and surgical center for outpatients. He practiced as a board-certified internist for 18 years and remains certified in internal medicine.
Public health will be immeasurably harmed if providers and facilities do not begin providing the full portfolio of patient services as soon as local conditions safely allow.
Even with the federal government’s $100 billion stimulus package for the health care industry, US hospitals will still face significant financial pressures due to COVID-19.
As consumers become increasingly active in health care decision making, providers need to understand how they weigh the tradeoffs in cost, quality, provider choice, and other key metrics.
While bundles have extraordinary promise, not all are equally effective. This article helps providers think tactically about how to create bundled products that will attract payers, employers, and patients.
In the U.S. health-care market, value-based bundling is a great way for providers to start competing on outcomes.
BCG has identified the six most effective steps that provider organizations can use to implement a value-based operating model and accelerate the rate of change.
Munich City Hospital had to consolidate to avoid bankruptcy. The hospital’s strategy was to focus on delivering the highest quality of care.
Texas Health Resources is developing bundled offerings that are comprehensive in coverage and transparent in terms of pricing and outcomes.
In response to an extraordinary combination of pressures, leading health-care providers around the world are embracing a new and more effective operating model.
For academic medical centers, increased focus on measuring and understanding patient outcomes comes with an added benefit: better connections between research and health care delivery.