Do Tank partnered with the Colorado Hospital Association (CHA) to align its Board, C-suite, and more than 70 health system CEOs around a shared vision for the future of healthcare in Colorado.

Through a structured, executive-level engagement, the work generated a clear strategic direction grounded in market realities, leadership priorities, and emerging system challenges — creating a foundation for reshaping how care is delivered and how value is created across the state.

CHA operates at the center of a complex healthcare ecosystem — representing hospitals and health systems navigating financial pressure, workforce constraints, and shifting expectations around access, equity, and outcomes.

Leadership recognized the need to move beyond incremental strategy and engage CEOs directly in defining the future direction of healthcare across the state. This required more than input gathering. It required alignment around fundamental questions:

• What should the future model of care delivery look like?
• How should hospitals evolve in response to market and policy pressures?
• Where should the association lead, convene, or enable change?

The challenge was creating a process that could bring together diverse executive perspectives and translate them into a coherent, actionable direction.

Do Tank’s Role:

• Designed and led an executive-level strategy engagement across CHA leadership, Board, and CEOs
• Structured a multi-day working session to surface system-level challenges and opportunities
• Facilitated alignment around future-state vision, priorities, and areas of collective action
• Synthesized executive input into a strategic framework to guide CHA’s direction
• Created tools and outputs to support ongoing decision-making and implementation

Do Tank approached the engagement as a system-level strategy design effort — focused on aligning leaders around both the future of care delivery and the role of the association in shaping it.

Preparation began weeks in advance, working closely with CHA leadership to frame the right questions and ensure the engagement would move beyond discussion to decision-making.

During the retreat, Do Tank convened Board members and more than 70 CEOs in a series of structured working sessions. Using visual canvases and human-centered design methods, participants explored:

• current state dynamics, including market pressures and system constraints
• emerging disruptions and uncertainties shaping healthcare in Colorado
• patient and community needs that should inform future models of care
• opportunities to align around shared priorities and collective impact

The process was intentionally designed to move from insight → alignment → direction. Real-time synthesis allowed themes and patterns to emerge quickly, enabling leaders to build consensus and refine their thinking over the course of the engagement.

Rather than producing isolated ideas, the work focused on defining a collective vision and identifying how organizations across the state could contribute to a more coordinated, sustainable healthcare system.

In a short period of time, the engagement generated hundreds of data points and executive insights, reflecting a broad and deeply informed perspective on the future of healthcare in Colorado.

These insights were synthesized into an analytic report that serves as a compass for CHA’s strategic direction — informing how the association supports its members, prioritizes initiatives, and engages in system-level change.

The impact extended beyond the deliverable itself:

• Executive leaders developed a shared understanding of system challenges and opportunities
• Alignment was strengthened across organizations that must work together to drive change
• CHA gained clarity on its role in shaping new models of care and supporting its members through transformation

What emerged was not just a strategic plan, but a more aligned leadership community and a clearer pathway for evolving the healthcare system at scale. At the executive level, strategy is not about generating ideas — it is about aligning leaders around the choices that will shape the future of the system.

This work reinforces that meaningful change requires more than analysis. It requires creating the conditions for leaders to engage directly with complexity, challenge assumptions, and build shared ownership of what comes next. For organizations operating at a system level, the question is not simply what strategy to pursue — but how to bring leaders together to define and carry that strategy forward.