Do Tank helps healthcare leaders redesign how their organizations create and sustain value in a changing care economy. Executive teams are being asked to make structural decisions about service portfolios, investment priorities, partnership models, and the future configuration of care delivery.
We partner with health systems, associations, public agencies, and mission-driven networks to design next-generation business models that strengthen competitive position while advancing clinical and community outcomes. Our work focuses on the consequential choices that shape long-term relevance — not simply improving performance within legacy structures.
Problems To Solve
Many healthcare organizations recognize that business models built around episodic care, fragmented delivery, and fee-for-service economics are increasingly misaligned with workforce realities, technological disruption, and evolving expectations from patients and communities.
Leaders must evaluate complex trade-offs — where to invest, which services to expand or consolidate, how to align physician incentives, and how to structure partnerships that extend reach without increasing risk. Without a disciplined approach, growth initiatives may strain capacity, dilute focus, or fail to generate sustainable value.
What We Do
Do Tank helps healthcare leaders make deliberate choices about how their organizations will create value in the future. We work at the intersection of enterprise strategy, market positioning, and care model design — helping executive teams define growth platforms, reconfigure service portfolios, and structure delivery networks that support long-term sustainability.
Our engagements often involve evaluating emerging care delivery opportunities, clarifying priorities and aligning leadership around the strategic implications of major structural shifts. Rather than focusing on incremental improvement, we help organizations reshape the logic of how they compete and serve.
How We Do It
We approach business model innovation as a structured leadership process grounded in market reality and operational feasibility. We begin by assessing how the organization’s current model performs across financial sustainability, workforce capacity, clinical outcomes, and competitive position. This includes analysis of service portfolio economics, referral dynamics, partnership dependencies, and emerging care delivery trends.
Executive working sessions are then used to explore alternative pathways for growth, care model redesign, and capital deployment. Leaders evaluate trade-offs related to scale, risk, mission alignment, and investment return, supported by scenario modeling and targeted testing where appropriate. Throughout the process, we help define governance expectations, sequencing logic, and capability development priorities needed to transition from legacy structures to more resilient operating models.
Typical Deliverables
Business model innovation engagements generate executive-level decision tools such as:
- Future-state enterprise business model architecture defining how value will be created and sustained
- Service portfolio and growth platform recommendations identifying where to expand, reposition, partner, or exit
- Investment prioritization framework aligned with long-term market positioning
- Competitive advantage analysis assessing regional dynamics and differentiation opportunities
- Partnership and ecosystem strategy outlining collaboration models across the care continuum
- Organizational design implications including governance adjustments and leadership accountability
- Transition roadmap outlining major structural shifts required to implement new business models
Our Call to Action
Healthcare organizations that thrive in the coming decade will be those that intentionally redesign how they create and sustain value. Business model innovation is no longer optional — it is a leadership responsibility.
If your organization is evaluating new care models, partnerships, or investment priorities, we can help you navigate these decisions with clarity, discipline, and confidence.
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Stories from the Field
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