Dr. Griffin Myers, Chief Medical Officer, is a board-certified physician responsible for the excellence of healthcare delivery at Oak Street Health. Oak Street Health is a growing organization of value-based primary care centers serving adults on Medicare headquartered in Chicago. Dr. Myers is also a co-founder of the company.

At Oak Street Health, Dr. Myers has successfully guided the company's growth into additional markets and explores additional partnerships to broaden the company's reach. He has lead the building of the medical group and helped to develop the innovative care model at Oak Street. He is a frequent speaker and publisher on behalf of the company and a rising voice in the healthcare industry.

Prior to Oak Street Health, Dr. Myers was a Clinical Fellow at Harvard Medical School, where he did his residency in emergency medicine at the Brigham and Women's and Massachusetts General Hospitals. He previously worked as a Project Leader at The Boston Consulting Group.

Dr. Myers is B.S. graduate of Davidson College, has an M.B.A. from the University of Chicago Booth School of Business, and has an M.D. from the University of Chicago Pritzker School of Medicine. He is a diplomat of the American Board of Emergency Medicine, a fellow of the American College of Emergency Physicians, a Research Associate at Harvard Medical School, and an Adjunct Instructor of Emergency Medicine at Northwestern University's Feinberg School of Medicine. Dr. Myers is also a Thought Leader for the New England Journal of Medicine Catalyst, a 2017 Presidential Leadership Scholar, an Aspen Health Innovators Fellow, and a member of the Aspen Global Leadership Network. Dr. Myers lives in Jackson, Wyoming.

Value Creation and Capture in Healthcare (STRTX-951-0)
Healthcare services have long existed in a fee-for-service world where providers could maximize profits through the provision of a great quantity of services. Existing institutions blunted incentives to provide high quality care or care that resulted in a downstream reduction in the use of healthcare services. This world is changing — with many providers and payers moving towards a value-based regime where firms can earn profits when patients receive higher quality care thereby reducing downstream utilization, often of acute, specialty, and post-acute care. In response to this new reality there is a growing number of new entrants attempting to manage the care of enrollees in both public and private health insurance plans in a variety of value-based payment models. Additionally, many incumbent firms are modifying their strategies for this new paradigm. Success in a value-based world requires firms to develop and/or acquire new assets and implement new operating models. This course is a study of the systems necessary to succeed in this new world with a focus on the finance, strategy, marketing, and economics of care delivery in a value-based model. Our objective is to understand how the healthcare system is organized (or not) and managed (or not) so that we can create and capture value through the delivery of care. A large focus of the course will be about how smaller players and new entrants engage with the large and powerful incumbents that are central to the existing system.

U.S. Healthcare Strategy (STRTX-945-0)
The healthcare sector absorbs 17 percent of US GDP, encompassing a diverse set of industries with public, nonprofit, and for-profit buyers and sellers. It is bloated, inefficient, and ripe for innovation. How can enterprising firms develop sustainable strategies given the current and future industry structures, conduct, and government regulations? In this course, we will study and apply strategic principles in a variety of healthcare settings. In so doing, participants will become acquainted with several U.S. health sectors, regulatory oversight of these sectors, and major policy issues.

Value Creation and Capture in Healthcare (HCAK-951-5)
VHealthcare services have long existed in a fee-for-service world where providers could maximize profits through the provision of a great quantity of services. Existing institutions blunted incentives to provide high quality care or care that resulted in a downstream reduction in the use of healthcare services. This world is changing — with many providers and payers moving towards a value-based regime where firms can earn profits when patients receive higher quality care thereby reducing downstream utilization, often of acute, specialty, and post-acute care. In response to this new reality there is a growing number of new entrants attempting to manage the care of enrollees in both public and private health insurance plans in a variety of value-based payment models. Additionally, many incumbent firms are modifying their strategies for this new paradigm. Success in a value-based world requires firms to develop and/or acquire new assets and implement new operating models. This course is a study of the systems necessary to succeed in this new world with a focus on the finance, strategy, marketing, and economics of care delivery in a value-based model. Our objective is to understand how the healthcare system is organized (or not) and managed (or not) so that we can create and capture value through the delivery of care. A large focus of the course will be about how smaller players and new entrants engage with the large and powerful incumbents that are central to the existing system.