Cooperating for better care.

Engagement Examples

Cambridge Management Group’s expertise includes:

  • Aligning the work  of clinicians and hospitals, in part through evidence-based design.
  • Helping to turn around financially and clinically stressed hospitals and other healthcare organizations.
  • Facilitating transitions to value- and risk-based models.
  • Strengthening Federally Qualified Health Centers and other clinics.
  • Helping organizations create and implement bundled-payment plans.
  • Providing healthcare organizations with strong interim leaders from CMG with senior-management experience.
  • Helping public- and private-sector organizations focus on population health across the socio-economic spectrum.
  • Facilitating the creation and/or improvement of Accountable Care Organizations and Coordinated Care Organizations.

CMG has served clients in over 20 states


Our Clients are Saying...

With decades of practical experience and high emotional intelligence, Cambridge Management Group guided our physicians to work better among themselves and with our administration to improve clinical outcomes and the overall effectiveness of our hospital.

When CMG started its work with us, civil discourse was often lacking and various individuals and fiefdoms avoided cooperation. CMG very carefully helped develop an atmosphere of trust and teamwork, without sacrificing the needed honest exchange of views. This was crucial in efforts to create our now very well-established medical advisory panel, which CMG helped structure and that continues to strengthen our institution.

C. Alan Brown, M.D., cardiologist and chief medical information officer at Santa Barbara Cottage Hospital

Cambridge Management Group provided invaluable assistance in re-engaging the medical community at Porter Adventist Hospital (Denver) in the institution’s work. CMG’s ability to connect with physicians using a town hall model provided a rich setting for dialogue and progress. After years of mistrust and poor communication, the work of CMG’s Bob Harrington and his team helped establish a platform for collaboration that still exists.

Jim Boyle, former chief executive of Porter Adventist Hospital and now in the executive-search business

Through their wide network of connections, CMG was able to assemble a team with the skills unique to our organizational needs. Key to CMG’s success in organizational transformation is its ability to educate and empower board members and staff at all levels of the organization to make data-driven decisions.

Mary Giannetti, board chairwoman of Community Health Connections, based in Fitchburg, Mass., and the state’s largest federally qualified community health center

Healthcare reform has imposed (at times unwelcome) demands on both physicians and hospitals.  Additional pressures are coming from value-hungry consumers and employers. The need to deliver “population-health” solutions demands a higher degree of collaboration between clinicians and hospital administrators. CMG’s extensive experience dealing with physicians and hospitals is evident in its approach and tactics when evaluating levels of collaboration between physicians and administrators and suggesting solutions.

CMG was able to facilitate the identification of key physician leaders – from peer (and administrative) recommendations – and enlist some of those to serve on PinnacleHealth’s Medical Advisory Panel when I served as chief clinical officer of Pinnacle, a large health system in central Pennsylvania. CMG’s “healthcare content-ready” knowledge and experience enable them to facilitate the various projects needed to achieve the desired results.

George Beauregard, George Beauregard, D.O., chief physician executive, St. Luke's Health Partners, Boise

As a former client, at hospitals in Pennsylvania and Connecticut, I find Cambridge Management Group one of the best firms for working with physicians and hospital managements to understand their joint policy and operational challenges and to find the best ways to overcome those challenges. The mission throughout is to create a strategic focus on improving institutional performance to better serve patients.

Dolly Bellhouse, Senior vice president for strategy at Jefferson Regional Medical Center, Pittsburgh.