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When the urge to merge fails

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This look at why three merger attempts by Burlington, Mass.-based Lahey Health and Boston-based Beth Israel Deaconess have failed has useful lessons about most big proposed health-system mergers —  not just regarding Massachusetts healthcare and the power of market share there.

Perhaps Paul Levy, former president and chief executive of Beth Israel Deaconess Medical Center,  perhaps best summed up the problem in such attempted deals.

“Although I have no specific knowledge in this case, merger negotiations generally fall through because of a disagreement over power — between the two CEOs, the two boards or the senior clinical and administrative leaders.”



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