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 with PatientPing, GNS Healthcare, and Day Health Strategies) 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.
Interview by David Blumenthal, Robert Galvin & Namita Seth Mohta
For big tech companies like Amazon, Apple, and Google, the health care sector looks ripe for disruption. Two executives working in different parts of the health care ecosystem discuss what this means for patients and doctors, including the positives and unintended consequences.
Interview by Kimberly Dennis, David Newton & Namita Seth Mohta
Co-founders of an integrative outpatient treatment center for mental health and addiction discuss the problematic lack of continuity of care between inpatient and outpatient and physical and mental health services.
Our NEJM Catalyst Insights Council survey on palliative care reveals an interesting dichotomy: While the great majority of organizations have a palliative or end-of-life care program, 60% of patients who would benefit from such services don’t receive them.
Initiatives to improve patient engagement come in a variety of forms. While insurers, employers, and health care providers are all involved in using financial incentives and penalties for engagement efforts, improvement in health outcomes has been elusive. Achieving that ultimate goal will usually require a combination of financial and social approaches.
Although three-quarters of Insights Council survey respondents say culture change is a high or moderate priority at their organizations, survey results show a lot of work on organizational culture remains to be done.
Data and analytics are a key means for clinicians, clinical leaders, and executives to transform health care delivery. Yet health care organizations have work to do in getting measures right and much to learn about effective use of data, according to our most recent Insights Council survey.
The consumerization of health care continues to reshape the way that patients engage with providers and experience care. Most providers see this fundamental change in the health care model as a necessary response to changing patient demands, and have embraced the need to learn from other industries.
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.