Strategy with Purpose: How Emory Healthcare Aligns Governance, Innovation, and Patient-Centered Care
In the latest episode of NRC Health’s Patient No Longer podcast, Lynda Barrett, Vice President of Strategic Planning and Chief of Governance at Emory Healthcare, shares how strategic planning and governance can work together to drive meaningful change. With over 25 years of experience in healthcare, Barrett offers a rare dual perspective—one that bridges operational strategy with board-level decision-making.
Strategic Planning for Every Corner of Care
Barrett begins by challenging the traditional view of strategic planning as something reserved for major service lines. At Emory, strategy extends to core services like imaging, pharmacy, and palliative care—areas that touch every patient, regardless of diagnosis.
“These foundational services are essential to the patient journey,” Barrett explains. “They deserve strategic roadmaps just as much as cardiology or oncology.”
She also highlights the importance of strategic planning for corporate services like digital health and workforce development. With Emory’s digital roadmap evolving rapidly, aligning strategy across departments ensures consistency and clarity.
Governance That Guides Strategy
Barrett’s role in governance is relatively new for Emory Healthcare, but it’s already making a difference. As part of a complex academic medical center, Emory has multiple layers of oversight—from the university’s Board of Trustees to the Emory Healthcare Board.
“Governance should be focused on strategy, not just fiduciary responsibility,” Barrett says. “My role helps bridge that gap.”
She describes how board members—many of whom are also patients—bring valuable insights and keep leadership focused on access, workforce support, and community impact.
Innovation vs. Transformation: Knowing the Difference
In a world where the word innovation is often overused, Barrett offers a refreshing take on what it really means.
“True innovation is transformational,” she says. “It’s not just process improvement—it’s a complete change in how we deliver care.”
Emory recently created a Department of Transformation and appointed its first Chief Transformation Officer. Barrett sees this as a way to distinguish between incremental improvements and game-changing shifts in care delivery.
Brand and Access: A Balancing Act
Emory’s brand is strong, especially across the Southeast. But Barrett is clear: brand alone isn’t enough.
“If we can’t provide convenient access, patients will bypass the brand and go where they can get care,” she says.
That’s why Emory is investing in geographic, virtual, and appointment-based access—ensuring the brand promise is backed by real-world convenience and quality.
Partnering with Disruptors
Rather than competing with disruptors like Amazon and CVS, Emory has chosen to partner with them. One Medical, now owned by Amazon, is part of Emory’s clinically integrated network. CVS MinuteClinics also serve as access points for Emory patients.
“We can’t recruit enough primary care physicians to meet demand,” Barrett explains. “Partnerships help us expand access without compromising quality.”
Equity and Data: Driving Meaningful Change
Barrett acknowledges that healthcare still has a long way to go in achieving equal care for all. But she’s optimistic, citing increased focus and momentum across the industry.
“You can’t improve what you don’t measure,” she says. “Collecting data is the first step.”
She also emphasizes the importance of community partnerships and outreach, noting that many resources already exist—it’s just a matter of connecting the dots.
Patients First, People Always
Emory’s core purpose, guides everything Barrett does. While patients come first, she’s quick to point out that supporting the workforce is also essential to delivering great care.
“If we don’t take care of our people, we can’t take care of our patients,” she says.
Why You Should Listen
This episode offers a masterclass in aligning strategy, governance, and innovation with patient-centered care. You’ll learn how to:
- Build strategic plans for foundational and corporate services
- Engage boards in meaningful strategic conversations
- Distinguish true innovation from process improvement
- Balance brand strength with access and convenience
- Partner with disruptors to expand care
- Use data to drive equity and community impact
Listen now or catch it on YouTube.