Habitual Excellence, Presented by Value Capture
Aug 31, 2026 · 51 min · 13 segments
In this episode of *Habitual Excellence*, Ken Segel speaks with **Heather Schimmers, President of Emplify Health**, about leading through change while building a stronger, more unified health system…
Heather SchimmersGuest
Ken SiegelHost
And what more needs to be said? Not to mention all those worlds that you balance and harmonize.
Who better, really, to talk with us about this theme of how leaders are using a high-performance operating model, not only to bring the two systems together, but to sort of lead for results today and tomorrow, and in a way that sort of rhymes with love, if you will.
So Heather, can you share a little bit, you know, there's a lot of consolidation going on.
When did the bell go off for you and your peers that absolutely critical to achieving the level of success and sustainability that you expect of yourselves was going to be the development and deployment of a high operating model?
And I think When I think back to those moments, we all understood that bringing together these two incredibly strong systems meant bringing together two very, and they had systems and processes put in place that served them well for both organizations over 100 years legacy strong, right? Just beautiful work being done.
It became apparent pretty early on that those two different ways of doing the work was not going to serve us well for the future.
So we really had to sit back and be very thoughtful about creating a future that made everyone understand it needed to be shared.
So we no longer could do incredible work in two different systemic regions.
We had to come together as an enterprise to figure out how work was going to get done.
Not as easy as you might think, right? If you come together with a merger, there was some resistance to that.
I do think, you know, from the financial lens, the variation was adding pot.
And what more needs to be said? Not to mention all those worlds that you balance and harmonize.
Who better, really, to talk with us about this theme of how leaders are using a high-performance operating model, not only to bring the two systems together, but to sort of lead for results today and tomorrow, and in a way that sort of rhymes with love, if you will.
So Heather, can you share a little bit, you know, there's a lot of consolidation going on.
When did the bell go off for you and your peers that absolutely critical to achieving the level of success and sustainability that you expect of yourselves was going to be the development and deployment of a high operating model?
And I think When I think back to those moments, we all understood that bringing together these two incredibly strong systems meant bringing together two very, and they had systems and processes put in place that served them well for both organizations over 100 years legacy strong, right? Just beautiful work being done.
It became apparent pretty early on that those two different ways of doing the work was not going to serve us well for the future.
So we really had to sit back and be very thoughtful about creating a future that made everyone understand it needed to be shared.
So we no longer could do incredible work in two different systemic regions.
We had to come together as an enterprise to figure out how work was going to get done.
Not as easy as you might think, right? If you come together with a merger, there was some resistance to that.
I do think, you know, from the financial lens, the variation was adding pot.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.
