Elsewhere in this issue, Kastor details the merger and demerger of New York University (NYU) and Mount Sinai hospitals and medical schools. Academic medical center mergers are difficult endeavors to execute under optimal circumstances. The failure of the NYU–Mount Sinai merger was inevitable on the basis of preexisting cultural distinctions, lack of substantial faculty and staff support, and the inability to generate significant early accomplishments that were meaningful to the respective constituencies. Economies of scale and improved academic performance are challenging for merged medical centers to achieve in the short term—caveat emptor. The authors of this commentary discuss, from the NYU perspective, key lessons learned and offer insights about how certain difficulties could have been addressed.
Dr. Grossman is Saul J. Farber Dean and CEO, NYU Langone Medical Center, New York, New York.
Dr. Berne is executive vice president for health, New York University, New York, New York.
Editor's Note: This is a commentary on Kastor JA. Failure of the merger of the Mount Sinai and NYU hospitals and medical schools: Part 1. Acad Med. 2010;85:1823–1827; and Kastor JA. Failure of the merger of the Mount Sinai and NYU hospitals and medical schools: Part 2. Acad Med. 2010;85:1828–1832.
Correspondence should be addressed to Dr. Grossman, NYU Langone Medical Center, 550 First Avenue, HCC-15, New York, NY 10016.
First published online September 17, 2010