Trinity Health: Using a Digital Platform and a Unified Model to Create Value in Merger, Acquisition, and Divestiture Transactions
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MIT_CISRwp386_TrinityHealthMDA_TanriverdiDu.pdf
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953.68 KB
Format
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Checksum (MD5)
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Author(s)
Tanriverdi, Huseyin
Du, Kui
Date Issued
December 19, 2011
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Tanriverdi, Huseyin and Kui Du. “Trinity Health: Using a Digital Platform and a Unified Model to Create Value in Merger, Acquisition, and Divestiture Transactions.” Working paper 386, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2011. https://dspace.mit.edu/handle/1721.1/175311.
Series/Report no.
MIT Sloan School of Management Working Paper 4961-11
CISR Working Paper 386
Abstract
Trinity Health of Novi, Michigan has pursued a strategy of growth through acquisitions. It has acquired hospitals, physician practices, and other healthcare organizations to create an integrated healthcare delivery system across the continuum of care. Trinity has also transferred ownership of some of its existing entities based on review of strategy, performance, and community needs. Integrating acquired entities and carving out and separating divested entities have presented challenges. Trinity has addressed these challenges by using the capabilities of its digital platform, unified operating model, and governance and change management processes. As Trinity started to acquire larger, more mature hospitals, physician groups, and other healthcare organizations, it has become more challenging to integrate them into the Trinity s core digital platform and unified operating model. Going forward, Trinity explores how best to extend the capabilities of the core digital platform and unified operating model to create value out of these mergers and acquisitions.
Subjects
Information Technologies
Mergers and Acquisitions
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