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A recent strategy session with a behavioral health provider organization executive team brought a somewhat negative reaction to my outline of their four strategic choices—become a low-cost provider of standard services, create a “center of excellence” program for some specific hard-to-serve niche, develop a cash-paying direct-to-consumer service, or develop a “preferred” relationship with health plans or other payers. (I outlined this in my closing keynote at last week’s 2021 OPEN MINDS Strategy & Innovation Institute, Will What We’ve Done In The Past Get Us To Where We Need To Be? Strategic . . .

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