This function will serve as Kaiser Permanentes enterprise hub for transformative ideas to advance KPs mission through strategy, industry influence, and public policy. The leader will have a deep understanding of the macro forces affecting healthcare, what KPs point of view is, and where there are opportunities for KP to lead the public dialogue in a differentiated way. The leader will be a thinker, writer, researcher, convener, and thought partner. This leader should combine external market expertise, strategic and economic disciplines, policy and regulatory experience, and internal and external communications and writing expertise. This person is disciplined, externally oriented, analytically grounded, and focused on helping KP explain its enterprise direction, long-term value, mission, and market perspective to influential audiences.

The leader will bring together clinicians, researchers, policymakers, innovators, historians, market and strategy leaders, competitive intelligence partners, and external thought leaders to shape KPs perspective on the future of health care and advance the organizations mission. The leader will take in competitive intelligence outputs, market trends, policy signals, research insights, and external stakeholder perspectives; synthesize what they mean; and translate them into enterprise viewpoints, white papers, executive briefings, and convenings. This leader will engage market experts across the organization including enterprise strategy and business development and M&A leadership to understand the competitive market landscape and KPs growth path. The leader will help others throughout the enterprise and at likeminded organizations understand not just what is happening in health care, policy, technology, consumer expectations, and society, but what those changes mean for Kaiser Permanentes long-term strategy, influence, and public purpose.

This leader will partner closely with Public Affairs, Enterprise Strategy, Business Development, Government Relations, Communications, Community Health, Marketing, Competitive Intelligence, the Permanente Medical Groups, clinical leadership, research, innovation, market leaders, and enterprise executives to ensure KPs external posture is grounded in evidence, market reality, strategic direction, and a disciplined enterprise point of view. The VP will also steward institutional knowledge and history, archival and oral history capabilities, and other programs or assets that support the organizations convening agenda.

• Establish and lead external sensing, insight, convening, and unique KP perspective development, building a durable capability that advances KPs mission, external influence, and leadership in the national dialogue on health care.
• Identify and synthesize emerging societal, health care, policy, technology, consumer, employer, affordability, access, and market shifts; translate those signals into implications for KPs enterprise strategy, mission, reputation, and long-term value proposition.
• Use a researchers toolkit that deeply analyzes historical and emerging trends in new ways and translates that research and insight into relevant impacts and perspectives for KP.
• Develop KPs enterprise point of view on the future of health, value-based care, consumer trust, affordability, care delivery transformation, public purpose, and the evolving role of integrated, not-for-profit health care. Translate those unique perspectives into visible products for executives within KP, external stakeholders, and industry leaders.
• Produce enterprise viewpoints, flagship reports, white papers, executive briefings, future scenarios, issue briefs, narrative platforms, and other thought leadership products, including original research and perspective development when needed, that enable KP leaders to communicate with clarity, discipline, and credibility.
• Convene internal and external thought partners, including clinicians, researchers, policymakers, academics, employers, innovators, community leaders, market intelligence leaders, competitive intelligence partners, and health care stakeholders, through executive convenings, signature forums, fellowships, partnerships, and other organizational programs.
• Serve as a connective enterprise capability linking market intelligence, competitive intelligence, policy, advocacy, research translation, clinical excellence, innovation, communications, community affairs, and enterprise strategy so KPs external narrative reflects evidence, mission, and business direction.
• Partner across Enterprise Strategy and Business Development (ESBD), which includes Enterprise Strategy, Public Affairs, Business Development, M&A, and Strategic Partnerships, Transformation, and Risk to integrate subject matter, functional, and market expertise across the discipline into strategic research and perspective development.
• This function will support ESBD leadership communications; market engagement including M&A, partnership, and strategic investment opportunities; stakeholder narratives, and executive visibility so ESBDs work is connected to the broader enterprise perspective and advances a consistent One KP voice.
• House and strengthen institutional knowledge capabilities, including KPs archives, oral history collection, and related storytelling assets, in partnership with Internal Communications and other enterprise partners.
• Evaluate and shape the appropriate role relevant organizational assets and programs, including signature convening spaces, speaker platforms, executive forums, international engagement, and potential partnerships that elevate KPs interests.