Memorial Hermann’s Forefront Leadership Blog

Forward-thinking organizations are discovering that the most effective innovation strategy isn’t choosing one model—it’s orchestrating multiple approaches simultaneously. A framework based on Eric Raymond’s seminal “Cathedral and the Bazaar” essay reveals how organizations can strategically deploy different innovation models based on project characteristics and strategic goals.

Over one-third of Americans cannot afford quality medical care. In a time when healthcare costs are soaring for Americans, innovation isn’t optional; it's essential. Pilot programs are an invaluable tool for introducing new cost-saving solutions to healthcare delivery. Still, they are often derailed by an outdated approach to structuring models that can be successful in the current environment – moving beyond the dreaded “pilot-itis” and driving real, system-wide impact.

The promise of artificial intelligence in healthcare is immense and extends beyond technology; it is a powerful tool to advance value-based care. However, while innovation, funding and pilot projects often dominate conversations, AI’s success, especially in healthcare, doesn’t rest on technology alone. For AI to truly deliver on its potential, healthcare leaders must drive cultural transformation and organizational adoption by fostering collaboration, setting a clear vision and ensuring initiatives scale effectively and rapidly while staying focused on long-term outcomes.

The healthcare landscape is increasingly complex, characterized by economic uncertainty, regulatory challenges and rising operational costs. This paper provides a strategic framework for healthcare leaders to navigate this challenging deal environment.

In a field where the stakes are inherently high and the work deeply personal, the introduction of AI naturally raises critical questions about privacy, ethics and the role of technology in patient care. Yet, the potential for AI to enhance decision-making, streamline operations and improve patient outcomes is undeniable.

Sean McCrory, editor in chief of the Houston Business Journal, moderated a discussion on the current state of health care and the workforce with Dr. David Callender, president and CEO, Memorial Hermann Health System; Dan Bellow, president, JLL; and Dr. Stephen Spann, founding dean, Tillman J. Ferttita Family College of Medicine and University of Houston.

Memorial Hermann Health System’s role as a nonprofit health system extends well beyond our hospital and clinic walls, reaching deep into our communities to improve care and health outcomes across the region. We are not accountable to shareholders or individual owners. Rather, we are overseen by a board of local leaders and accountable to our community.

Health inequities stem from a variety of social factors—the so-called social determinants of health, which include educational attainment, income disparity, housing instability and food insecurity. These factors contribute significantly to the health inequities experienced in the Greater Houston area and nationwide. Addressing these disparities is essential in order to give everyone an equal opportunity to live their healthiest possible life.

Talent shortages present a challenge to every industry, and health care is no exception. The Texas Department of State Health Services estimates that in the Gulf Coast region, the supply of nurses is 14% below the current level of need. That deficit could widen to 22% during the next 10 years. Memorial Hermann Health System stands among health care leaders in initiatives to address the nursing shortage.

Health care is in the middle of what seems like a never-ending roller coaster of change. With new disruptions and disruptors emerging daily, traditional health systems have two choices: lean in and adapt or fall behind. At Memorial Hermann, embracing a range of partnerships has allowed us to build a culture of innovation as we work to create healthier communities in and around Houston.

Firearm-related injuries have become the leading cause of death among children and adolescents in the United States. We need to take action today to give children a healthier tomorrow.

To improve health for the entire community, Memorial Hermann is working to address the social determinants of health –– food insecurity, un- and under-employment, educational attainment, loneliness, health-related behaviors and housing –– that account for 80 to 90 percent of health outcomes. Our marketing team plays an essential role in achieving this vision.

Memorial Hermann and the University of Houston recently partnered with the Houston Business Journal to survey local business leaders’ perspectives on the state of the health care industry, their understanding of value in health care and their perceptions surrounding health equity.

The U.S. health care industry can draw valuable lessons from a sport that has innovated almost as fast as its race cars can accelerate.