Dr. Pooja Kumar
speaker
128 appearances
2 recordings
1 series
first heard Apr 2022
last heard 30 Jan
Dr. Pooja Kumar’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Jan 2026 with 1.
Appearances
Welcome.
You're listening to the McKinsey on Healthcare podcast, where we explore the ideas and issues shaping the future of healthcare.
I'm Dr. Pooja Kumar, a senior partner in McKinsey's healthcare practice and global leader of the McKinsey Health Institute, and your host for today's episode.
This particular episode is also being distributed in partnership with Modern Healthcare, a leading source of industry news.
I'm joined by Kevin Mahoney, Chief Executive Officer of the University of Pennsylvania Health System, a cornerstone of Penn Medicine.
Kevin has been with Penn Medicine for nearly three decades and became CEO in 2019.
He leads operations and strategy across six hospitals, 11 multi-specialty centers, and hundreds of outpatient facilities serving communities in Pennsylvania, Delaware, and New Jersey.
In our conversation, we'll explore the evolving role of academic health systems at a time of mounting pressures, including workforce strain, rising patient expectations, and financial constraints.
We'll also talk about how AMCs are rethinking their business models to meet the moment while ensuring they remain an essential pillar of healthcare in the years to come.
Kevin, thank you for being with us today.
I thought I'd start with a topic that's near to your heart, really what the future is that you see for academic health systems.
So, Kevin, as you know, academic health systems have long served as a cornerstone of U.S.
healthcare, advancing clinical excellence, training the next generation of physicians, and driving biomedical innovation.
In today's climate of workforce strain and shifting patient expectations, what do you see as the most pressing challenges that face AMCs?
It's a really tall order, right, for any academic health system to excel on all three of those things.
Is there a way that you think that the role specifically of these systems have to evolve to be indispensable to the broader healthcare ecosystem while really excelling in those three missions, providing top tier care for the most complex care and being there for patients, any patient that needs them?
One of the things you're referring to, Kevin, is the fact that the fundamental economics of the business are also being challenged in new ways in the last few years.
And we've gone through cycles of this in the past, but this is certainly a particularly challenging cycle, as you and I have talked about.
One of the things that we are seeing all over the country is that top tier academic health systems are starting to confront the limits of the legacy revenue models with persistent cost inflation, reimbursement pressures across all types of patients that you all see, and then also research and education funding challenges.
Can you tell us a little bit about steps that you are taking with Penn to reinvent your own business model for sustainability in the long term?
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