This case builds on the Tufts Medicine Health Care System (A) case by exploring the barriers and challenges Tufts Medicine faced aligning operations and stakeholders. It discusses the challenges the leaders experienced bringing together an academic medical center with a community hospital system while meeting its goals of maintaining its competitive position while providing high quality care. A discussion of this case will enable instructors to explore the challenges and opportunities of health care mergers in depth.

Maher Tabba is a professor of medicine and surgery at the Medical School and the Uni- versity College at Tufts University in Boston, Massachusetts. He is the director of inter- ventional pulmonology at Tufts Medical Center and chief of critical care medicine at the Melrose-Wakefield Health Care System in Melrose, Massachusetts. He completed an ex- ecutive MBA degree at Brandeis University in Waltham, Massachusetts. He has served as associate curriculum dean at the University of Missouri in Columbia, Missouri and as the director pulmonary of the Critical Care Fellowship Training Program at Tufts Medical Center. His area of interest is health care economics and policies.

Jon A. Chilingerian is a professor of health care management at Brandeis University and an adjunct professor of family and community medicine at Tufts School of Medicine. His subject matter expertise is in the management of health care organizations, strategic thinking, leadership and team development, performance measurement, and organizational change. He brings an alternative perspective to the much-studied subjects of leadership, hospital management, crisis management, strategy, and the dynamics of individual and organizational change. He has a PhD from the Sloan School at the Massachusetts Institute of Technology and is the founding director of the executive MBA program for physicians and the MD-MBA program. He is a former assistant health commissioner for the City of Boston.