NEJM Catalyst Leadership Board Founder

Thomas H. Lee, MD, MSc

Chief Medical Officer
Press Ganey Associates


Dr. Thomas Lee is Chief Medical Officer of Press Ganey, and an internist and cardiologist, who practices at Brigham and Women’s Hospital in Boston. He is a Professor of Medicine, part time, at Harvard Medical School and Professor of Health Policy and Management at the Harvard School of Public Health. Prior to joining Press Ganey, he served as Network President for Partners Healthcare System and CEO for Partners Community HealthCare, Inc., the integrated delivery system founded by Brigham and Women’s Hospital and Massachusetts General Hospital.

He is a member of the Board of Directors of Geisinger Health System, Chairman of the Board of Directors for the Geisinger Health Plan, Geisinger Quality Options, Inc., and Geisinger Indemnity Insurance Company Board of Directors. He is also a member of the Board of Directors of Health Leads; the Board of Overseers of Weill Cornell Medical College; the Special Medical Advisory Group (SMAG) of the Veterans Administration; and the Panel of Health Advisors of the Congressional Budget Office. He is a member of the Editorial Board of The New England Journal of Medicine.

He is the author of more than 260 academic articles and three books, Chaos and Organization in Health Care, Eugene Braunwald and the Rise of Modern Medicine, and An Epidemic of Empathy in Healthcare.

Named in his honor, the Thomas H. Lee Award for Excellence in Primary Care is given each year to recognize a primary care physician at Brigham and Women’s Hospital who meets the needs of his or her patients exceptionally well.

Tom holds a bachelor’s degree in history and science from Harvard College, a medical degree from Cornell University Medical College, and a master’s degree in epidemiology from the Harvard School of Public Health. He lives in Milton, Massachusetts, with his wife, Dr. Soheyla Gharib, who is Chief of Medicine at Harvard University Health Services. The couple has three daughters.

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Leadership

Health Care Teams with Grit

Four key elements that characterize gritty individuals, gritty teams, and gritty organizations.

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New Marketplace

What 21st Century Health Care Should Learn from 20th Century Business

Just as there is no such thing as good marketing or good manufacturing, there is no such thing as good primary care — it completely depends on how that care is tailored to meet the needs of patients with a particular medical condition.

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Patient Engagement

Obesity Interventions: Looking Ahead

Experts in weight management share their optimism — and pessimism — about tackling obesity over the next decade.

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Care Redesign

Rebuilding Health Care as It Should Be: Personal, Equitable, and Accountable

How Oak Street Health, a full-risk, value-based primary care model and social determinants practice, embeds itself in the community to keep its elderly population, “happy, healthy, and out of the hospital.”

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Care Redesign

The Role of Nurses in Community Outreach

What is the role of nurses and other health care professionals in good health care communication and community involvement?

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Care Redesign

Enhanced Cure Rates for HCV: Geisinger’s Approach

To reduce the burden of hepatitis C in central Pennsylvania, Geisinger Clinic designed a comprehensive assessment and treatment protocol to improve sustained virologic response rates.

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Care Redesign

Prescribing a Remedy for Loneliness

What should clinicians do for patients for whom social isolation and loneliness is the biggest social need?

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Leadership

Cultivating “Systemness” to Create Personalized, High-Reliability Health Care

Becoming a high-reliability health system that is personalized, efficient, and effective means making some tough choices.

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Care Redesign

Food as Medicine: Meeting the Needs of Complex Medical Diets

How Community Servings evolved from an HIV nutrition program to one that feeds people with any illness.

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New Marketplace

We Can’t Spend All Our Money on Health Care

We have to think about how much we want to spend on health according to how much it’s worth to us at the margin.

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