We have a moral obligation to get healthcare to people who need it.
The federal government should encourage rather than micromanage market reform in all 50 states. Since health care is local, private-sector innovation in conjunction with state-level reform of the individual and small-group markets is a better approach.
I believe in the power of a positive, high-performance culture, which begins with strong ethical values at the core.
We know a culture doesn't just happen; it is the result of what you do every day.
The basic premise of insurance is the pooling of funds from many to cover the costs of some. There are complicated methods for how to do this, but one fact remains consistent: For insurance to work well, people need to be in and stay in the insurance pool.
I remain deeply interested in the transformation of the American healthcare system to improve quality and contain costs.
I think if we're going to have a requirement that everyone have equal access to insurance, you really have to have a way to make certain that everyone is expected to participate.
We are a wealthy country. We also are the global engine of innovation in health care, whether it's the pharmaceutical industry or the creation of medical devices.
When I was a CEO, I thought I understood private equity. I didn't. And what I've learned since my retirement, and since becoming directly involved in the world of private equity, points the way to a new career path for thousands of talented senior executives - and a new engine for value creation.
I think about culture and values as curbs on a highway. When the curbs are high enough, a vehicle can veer to the left or right, but the curbs keep the car on the road. It is the CEO's job to build those curbs as high as possible.
In health care, you really need a balance of people who need health care today, tomorrow, and in the future.
I have seen the healthcare system from many angles, including as a patient.
When I retired from Aetna, I became part of the private equity world. It turned out to be a natural fit.
Much of a leader's responsibility in creating a positive, high-performance culture is setting the right tone and acting on it consistently. That day-to-day execution - the tenor and tone - really makes the difference. One deviation - one exasperating meeting - and the CEO legitimizes bad behavior.
As a CEO, I had significant exposure to private equity, enough that I had in no way bought into the media's caricature: rapacious privateers who destroy companies.
In my experience, it is the leader - the CEO - who plays the crucial role in creating and 'owning' an organization's culture, setting the tone, and executing on that consistently.
I think the U.S. is conflicted. When it comes to our own health care, we all want the best - access to the latest and most important technology. At the same time, health care is typically purchased in an institutional setting. So we purchase it in the aggregate, but we consume it as individuals.
Championing quality improvement and value in the health care system is a passion of mine, and I'm able to bring about change through private equity activities.
What we need are different types of insurance, some of which have copays, some that have coinsurance, but they need to offer a better first layer of coverage.
Every morning, I have high expectations, and then I confront the reality of what happens at 4 o'clock.
