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About me

I joined Medical Management Centre in 2013. Primarily I am involved in projects studying innovative management practices in health care.

I received my Master of Science in Medicine from Uppsala University in 2012. During my studies I had various leadership positions such as President of the Uppsala Study Council of Medicine and Secretary General of the Organization for Chairmen of the Council of Swedish Medical Students. I have also studied Health Care Management at Harvard University.

I was previously employed as a junior doctor at the neurosurgery clinic at Akademiska University Hospital in Uppsala. In addition, I have worked as a management consultant at Health Navigator, one of the leading consulting firms on strategic counseling to decision-makers in Health Care in Sweden.  

Research description

The future role of University Hospitals – Business Model Innovation within Academic Medicine

What is under scrutiny and which forms the focus of my ongoing doctoral project is the established and accepted role of the hospital as the central node of health systems for diagnosis and treatment. Today’s health care system requires higher quality care and improved patient experience at a lower cost, often referred to as the “triple aim”. However, the business models of health care organizations are not aligned to achieve this aim (Berwick et. al, 2008). 

A business model describes “the rationale of how an organization cre­ates, delivers, and captures value” (Osterwalder & Pigneur, 2011). The principal problem of current hospital business models are that hospitals try to do “everything”, i.e. offer health care for general everyday needs as well as highly specialized services for complex diseases, illnesses, and injuries (Christensen et al., 2009).

University hospitals, or Academic Medical Centers (AMCs), have an especially vulnerable position in today’s health care system since they need to address education and research in addition to care delivery. Despite a number of conceptual models that have been proposed, it is still uncertain how AMC business models should be transformed to best align themselves within the health system.

Swedish university hospitals, despite their vital role in a publicly financed health care system, are also strug­gling with the triple aim. For example, patient safety and staff satisfaction issues are increasingly reported and economic austerity measures are becoming a yearly occurrence for the AMCs in Stockholm (Mellgren, 2015).

With a focus on how to develop innovative business models for AMCs, my research project has the potential to nuance and inform the debate with empirical evidence. This is especially important when the Stockholm County Council stands at the threshold of a dramatic change. The future plan for healthcare calls for a network strategy around the patient to coordinate the efforts of healthcare providers, ranging from primary to university hospital care. How should AMCs contribute to the vision that the right group of patients are treated at the right place with the right type and amount of resources? How can opportunities for meaningful education and professional development be ensured?



Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The triple aim: care, health, and cost. Health affairs (Project Hope), 27(3), 759–69.


Christensen, C. M., Grossman, J. H., & Hwang, J. (2009). Innovator’ s Prescription – A disruptive solution for health care. McGraw Hill.


Mellgren, F. (2015, 25 jan). Stockholmsvården tvingas dra i nödbromsen. Svenska Dagbladet. Accessed 020315:


Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. (T. Clark, Ed.)self published. John Wiley & Sons.