Abstract In the context of the increasing number of health care mergers, bridging institutional cultures is critical to successful outcomes. Using the Massachusetts General Hospital (MGH) and Brigham and Women’s Hospital (BWH) as a case study, this article discusses cultural challenges during a 30-year history from an initial merger that only combined corporate and administrative functions (Partners HealthCare) to one that is currently mandating comprehensive clinical integration (renamed Mass General Brigham MGB). Although the ultimate success of this strategy will take years to evaluate, the cultures of the old MGH and BWH have not yet been effectively bridged to the new MGB. A thoughtful, sustained investment in bridging these cultural divides could still strengthen alignment and help realize the long-term goals of merging these 2 academic medical centers.
Michael S. Jellinek (Tue,) studied this question.