Introduction: Organizational transformations have focused on creating and fulfilling value for customers, leveraging advanced technologies. Transforming public health (PH) faces an interesting challenge. The value created (preventive practices) to fulfill policy makers' desire to reduce healthcare costs is realized by several external partners with varying goals and is practiced by the public (value in use), which often places low priority on prevention.
Methods: This paper uses value lens to argue that PH transformation strategy must align the goals of all stakeholders involved. This may include allowing partners and the public to contextualize the preventive practices to see the value in near term and as relevant. It also means extending the number of partners PH uses and helping them connect with the public to seek shared alignment in shared goals of value fulfillment and value-in-use.
Results: Using lessons from Covid-19 and PH experience with partners in four different sectors: business, healthcare, public and community, the paper illustrates how PH transformation strategy can be implemented going forward.
Conclusions: We conclude the paper with five distinct directions for future research to create and sustain value using the framework of learning health systems.
Keywords: partner networks; public health; transformation; value creation; value fulfillment.
© 2020 The Author. Learning Health Systems published by Wiley Periodicals LLC on behalf of the University of Michigan.