NEJM Catalyst Leadership Board Founder

Thomas H. Lee, MD, MSc

Chief Medical Officer
Press Ganey Associates


As Chief Medical Officer for Press Ganey Associates, Inc., Dr. Lee is responsible for developing clinical and operational strategies to improve the patient experience for health care providers across the nation.

Dr. Lee is an internist and cardiologist, and practices primary care at Brigham and Women’s Hospital in Boston. Prior to assuming his role at Press Ganey, he was Network President for Partners Healthcare System, the integrated delivery system founded by Brigham and Women’s Hospital and Massachusetts General Hospital. He is a graduate of Harvard College, Cornell University Medical College, and Harvard School of Public Health. He is on leave from his roles as Professor of Medicine at Harvard Medical School and Professor of Health Policy and Management at the Harvard School of Public Health.

Dr. Lee is a member of the Boards of Directors of Geisinger Health System, the Board of Overseers of Weill Cornell Medical College, the Special Medical Advisory Committee (SMAC) of the Veterans Administration, and the Panel of Health Advisors of the Congressional Budget Office, and the Editorial Board of The New England Journal of Medicine.  He is the author of Chaos and Organization in Health Care (MIT Press, 2009) and  Eugene Braunwald and the Rise of Modern Medicine (Harvard University Press, 2013).

 

Sadun01_panel_clip_still: Managing Physicians Is Like Being on the Atkins Diet

Leadership
Physicians Leading | Leading Physicians

Managing Physicians Is Like the Atkins Diet

You don’t actually live longer, it just feels longer. How do we go about setting up a process so that that’s not the case?

Leadership
Physicians Leading | Leading Physicians

Integrity and Reputation Are the Most Important Things One Has

The new CEO of SSM Health is listening to stories, not telling her own.

Leadership
Physicians Leading | Leading Physicians

Diversity in Health Care Leadership — A Longstanding Problem

There’s a clear underrepresentation in the leadership in our medical schools and our hospitals — so what are we doing about it?

Leadership
Physicians Leading | Leading Physicians

The Danger and Opportunity of Leading a Hospital

Rising from department chair to Dean, President, and CEO: lessons from Jeff Balser.

Leadership
Physicians Leading | Leading Physicians

Lessons in Leadership: What Makes Me Jealous

A social norm among Mayo Clinic physicians to answer their beepers immediately sparks excuses and admiration from others.

Leadership
Physicians Leading | Leading Physicians

How Can You Tell If Trust and Respect Are Problems Among Clinicians and Non-Clinicians?

When it comes to a culture of respect, NewYork-Presbyterian is proving “if you can make it there, you can make it anywhere.”

Leadership
Physicians Leading | Leading Physicians

Better Communication Makes Better Physicians

How Adrienne Boissy and Cleveland Clinic are focusing on physician communication — and getting results.

Care Redesign
Relentless Reinvention

The Waiting Game — Why Providers May Fail to Reduce Wait Times

Waiting has emotional effects on patients, so it’s ironic that physicians often cite long waiting times as evidence of their excellence.

Patient Engagement
Technology to Empower Patients

If We Can See the Outcome, We Can Change the Outcome

How Penn Medicine’s Chief Innovation Officer parlayed success at one of the nation’s biggest software companies into meaningful outcomes for health care.

Patient Engagement
Technology to Empower Patients

Can Virtual Palliative Care Consultations Be Successful?

How the University of Alabama at Birmingham is changing the way palliative care consultations are managed, both face to face, and face to screen.

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