Culture as competitive advantage at the University of California Irvine Health: A case study

Chad T. Lefteris and Laura Hunt Newman
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Chad T. Lefteris: UCI Health, USA
Laura Hunt Newman: Upstart Logic, USA

Management in Healthcare: A Peer-Reviewed Journal, 2025, vol. 10, issue 1, 20-29

Abstract: This paper highlights the University of California Irvine Health’s recognition of and response to an acute need for strategic change based on dynamic market forces, and operational journey through that shift. The paper catalogues the executive team’s pursuit of balanced, systemic change cascading from strategy to priorities through to organisational structure and talent. In particular, the CEO and senior team identified organisational culture as a critical lever for sustainable competitive advantage, enabling significant structural expansion to deliver high-quality care throughout Orange County, California. By January 2026, UCI Health will have successfully integrated four community hospitals into its network, opened two brand new ambulatory centres and added one new, leading-edge 144-bed full-service hospital, for a total of 1,461 beds across six hospitals. The launch and operational success of this expansion relied significantly on the importance of organisational alignment, and the intentional design of culture in the service of strategy. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.

Keywords: strategy; strategic execution; culture; alignment; competitive advantage; transformation (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:aza:mih000:y:2025:v:10:i:1:p:20-29

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