Namita Seth Mohta, MD, is a physician executive with expertise in health care delivery transformation. As the Clinical Editor for NEJM Catalyst, she is part of the founding leadership team and has responsibility for content strategy and quality. She has been part of the founding Population Health and ACO leadership teams at both Partners Health Care and the New England Quality Care Alliance (Tufts Medical Center), both in Boston. Her responsibilities have included designing and implementing ACO strategies for Medicare, Medicaid, and Commercial populations, with a focus on scaling tailored clinical interventions, integrating analytics and measurement, and leading change management and team-based care with providers. Dr. Mohta also has industry experience as a management consultant with the Boston Consulting Group. She often consults with start-ups (currently at PatientPing) to provide strategic and technical expertise and leadership. Dr. Mohta practices internal medicine at the Brigham and Women’s Hospital and is faculty at The Center for Healthcare Delivery Sciences and at Harvard Medical School. She completed her Internal Medicine and Primary Care residency training at the Brigham and Women’s Hospital. Dr. Mohta is a graduate of Yale College and Yale School of Medicine.
In a survey of the NEJM Catalyst Insights Council sponsored by Optum, respondents express enthusiasm for value-based care but have conflicting opinions about just how far along that path they should go.
Although care delivery models in rural and urban/suburban areas are distinct, by virtue of geographic density and resource availability, each locale affords lessons for the other.
Patients hold responsibility for their actions, but providers’ approaches to address obesity often fall short as well.
Roundtable by Paul DeChant, Christina Maslach, Tait Shanafelt, Karen Weiner, Namita Seth Mohta & Edward Prewitt
An NEJM Catalyst roundtable sponsored by IBM Watson Health brought together four experts, all deeply engaged in reducing physician burnout from different perspectives, to share in a robust discussion.
Health care is rife with metrics and rating systems that purport to differentiate the good, bad, and mediocre. Every clinician and leader wants to be affiliated with a high-performing organization. But what constitutes high performance in health care?
Insights Report by Robert C. Pendleton & Namita Seth Mohta
There is national momentum to empower patients with actionable health care information. But how well is the health care industry faring with this push to improve patient-facing transparency?
Health care leaders and frontline clinicians are eager to embrace design thinking. Yet its principles are not widely applied.
An NEJM Catalyst Insights Council survey finds that human interaction and social support are vital for patient behavior change and employee wellness programs.
Clinician burnout is far from being eliminated at health care organizations, but leaders, frontline physicians, and nurses are joining forces to get to the roots of the crisis.
An NEJM Catalyst Insights Council survey finds that clinicians and leaders do not see eye-to-eye on many aspects of health care delivery.