Healthcare M&A: How to Avoid Post-Deal Operational Failure
SARC MedIQ CEO Asaad Hakeem was recently featured in the Senior Executive Healthcare Think Tank, where healthcare leaders examined the operational risks that can emerge after healthcare mergers and acquisitions—and the questions organizations should be asking before a deal is finalized.
Asaad highlighted workflow compatibility as one of the most commonly overlooked considerations in healthcare M&A. While two organizations may appear complementary from a financial or strategic perspective, their day-to-day operations can differ significantly. Clinical workflows, technology systems, staffing structures, incentives and decision-making responsibilities all influence whether two organizations can successfully operate together after closing.
His recommended diligence question gets directly to that operational reality: “What breaks on day one if we combine these organizations?” Asking this question before assigning value to projected synergies can help leaders identify potential workflow conflicts and integration challenges earlier. Mapping how work actually moves across people, processes and systems provides a clearer picture of what will need to change—and what should be protected—during integration.
For healthcare organizations, successful M&A requires more than aligning financial objectives and technology portfolios. Understanding how clinical and operational workflows connect can help leaders approach integration with greater visibility into potential disruption while supporting continuity across teams and care delivery.
Read Asaad Hakeem’s perspective on workflow compatibility in healthcare M&A in the full Senior Executive Healthcare Think Tank article.
