Topics

CEO's Perspective

Consciousness & Spirituality

Current Issues

Futures

Innovation

Leadership & Governance

Philanthropy

Physican/Hospital Relationships

Speakers

  • Michael Annison
  • Jeffrey Bauer
  • Clem Bezold
  • Joe Bujak
  • Barry Dorn
  • Michael Eesley
  • Joe Flower
  • Douglas Goldstein
  • Carl Hammerschlag
  • Kevin Kaiser
  • Leland Kaiser
  • Leanne Kaiser Carlson
  • Eric Klein
  • David Lawrence
  • Eric Lister
  • Philip Newbold
  • Edward O'Connor
  • Jamie Orlikoff
  • Mark Scott
  • Lance Secretan
  • Lynne Twist
  • David Lawrence

    David Lawrence

    David M. Lawrence, MD was named Chief Executive Officer in 1991 and Chairman of the Boards of Kaiser Foundation Health Plan, Inc. and Kaiser Foundation Hospitals in 1992. Dr. Lawrence retired in May, 2002 as Chairman and Chief Executive Officer of Kaiser Foundation Health Plan, Inc. and Kaiser Foundation Hospitals. He had held both positions since 1992. He began his career with Kaiser Permanente with the Northwest Permanente Medical Group in 1981.

    Dr. Lawrence currently serves on the Boards of Agilent Technologies, Raffles Medical Group of Singapore, McKesson Corporation, and the RAND Health Advisory Board, among others. He also serves in advisory roles to the biotechnology industry.

    Prior to joining Kaiser Permanente, Dr. Lawrence worked in academic medicine, public health, and international health. Dr Lawrence earned his BA degree from Amherst College, his MD from the University of Kentucky, and his MPH from the University of Washington. He is Board Certified in General Preventive Medicine. He attended the Advanced Management Program at Harvard. He is a member of the Alpha Omega Alpha Society and the Institute of Medicine.

    Presentations

    Rethinking Our Care Delivery System

    Our traditional care delivery solutions have grown increasingly obsolete in the face of relentless changes in medical science and technology. When the major forces that will shape demand and supply over the next twenty years are considered, the need for inventing new solutions to care delivery becomes urgent. Care delivery consists of discrete challenges that can be grouped in such a way as to provide a blueprint for how to approach delivery reform as well as reform of care financing given current and projected pressures on the delivery system.