‘Like an earthquake’: Mass General Brigham fumbled hospital merger, former executive says

Dr. Michael Jellinek, a long-time fixture at Massachusetts General Hospital, describes the recent consolidation of clinical operations within Mass General Brigham as a destabilizing event. In a critique published in the journal Academic Medicine, Jellinek argues that the move to merge clinical departments across MGH and Brigham and Women’s Hospital was a top-down decision that neglected the unique cultural identities of both institutions.

The merger, which began in 2024, replaced separate department leadership with shared chiefs who rotate between both hospitals. Jellinek notes that this shift led to widespread dissatisfaction among staff, as many physicians felt disconnected from leadership and marginalized by the sudden structural changes. He contends that the lack of attention to organizational culture resulted in a sense of loss and alienation among the workforce.

According to Jellinek, this friction likely contributed to the departure of primary care providers to competitors and spurred recent efforts by doctors to form a union. He suggests that leadership should have pursued a more gradual integration process, prioritizing transparent communication and internal cultural alignment over rapid consolidation.

While Jellinek acknowledges the potential rationale for efficiency and cost reduction in a difficult financial environment, he maintains that the human impact of the merger was significant. He argues that even if the goals were sound, the execution failed to protect the morale and institutional identity that defined both hospitals for decades.

Mass General Brigham representatives stand by the decision, stating that the integration of clinical functions has improved patient outcomes and allowed for the creation of specialized institutes. The organization maintains that physician turnover remains low and emphasizes its commitment to long-term operational success despite the internal criticism.