In recent decades, the global health care landscape has shifted dramatically. Leading institutions once defined by their local excellence have begun reaching beyond national borders to bring care closer to patients around the world. What began as a wave of inbound medical tourism has matured into a sophisticated strategy of international expansion. Hospitals like Cleveland Clinic, Mayo Clinic, Johns Hopkins, Cedars-Sinai, and King’s College Hospital London have moved beyond traditional boundaries, establishing branded hospitals, affiliate networks and strategic partnerships across continents.
As a health care executive with two decades of leadership experience, I view hospital affiliations not as branding exercises, but as serious platforms for bilateral learning and operational elevation. Leading a hospital affiliated with Cedars-Sinai—an institution with over 135 years of legacy—has offered a unique vantage point to observe and adopt excellence in practice, governance, and clinical culture. Over the years, I have seen many affiliations limited to name franchising, offering little more than a logo and brand association. These do not meaningfully benefit patients.
In contrast, our model with Cedars-Sinai is founded on shared governance, mutual accountability, and true collaboration. It encompasses knowledge exchange, staff rotation, service line development, academic advancement, and joint quality management. Such a structure is not only valuable—it is impactful, bringing measurable improvements in safety, performance, and patient outcomes. I also believe that learning should never be unidirectional. Our colleagues in Los Angeles gain from observing a high-performing, agile healthcare start-up in a dynamic region. Synchronising tempo between two systems of different scale is not always easy, but when both sides are committed to mutual growth, the result is a success story grounded in shared purpose. As the leader of this affiliated institution, I continue to learn daily, while contributing by sharing operational data, insights, and our evolving local successes.
Joining this wave are regional players like Acıbadem, Memorial and IHH Healthcare, whose rapid expansion across Asia, the Middle East and Europe signals a new era of health care globalization. These efforts are not just about geographic reach; they are about creating new platforms for talent exchange, data-driven treatment, pharmaceutical trials and AI-enabled care models that can operate at a truly global scale.
From Medical Tourism to Global Ecosystems
Medical tourism once served as the backbone of international health care. Patients from the Middle East, Africa and parts of Eastern Europe sought world-class treatment at flagship hospitals in the United States, United Kingdom, Singapore and Turkey. But as geopolitical events, rising travel costs and local health care ambitions reshaped the equation, host countries began asking a powerful question: Why not bring the hospitals here?
This query marked the beginning of a paradigm shift. Institutions responded by launching overseas facilities, forming joint ventures, and developing digital collaboration networks to reach patients locally. Over time, this evolved into something even more transformative: an interconnected global health care infrastructure that delivers care, trains professionals, and supports pharmaceutical and AI innovation on a planetary scale.
Today, this ecosystem includes not just hospitals, but also:
- Academic and clinical research centers
- Cross-border telemedicine services
- Multisite clinical trials
- AI-based diagnostics and population health analytics
- Global EHR platforms and second-opinion networks
This evolution reflects a broader redefinition of what it means to be a “global hospital.” The modern institution is not bound by geography; it is defined by the seamlessness of its services, the reach of its knowledge and the inclusivity of its innovation.
Strategic Motivations for International Expansion
Global expansion strategies are driven by more than just economics. Health care organizations are increasingly aligning their international presence with broader strategic goals that include:
- Brand Extension: Building prestige and global visibility by establishing flagship facilities and clinical partnerships abroad.
- Access to Patients: Meeting patients closer to home to reduce barriers to care and reverse the need for outbound medical travel.
- Talent Pipeline Creation: Attracting, training and retaining clinicians through regional education hubs, clinical rotations and global mobility programs.
- Research Acceleration: Accessing diverse patient populations to power next-generation research, especially in fields like oncology, genomics and rare diseases.
- Data Integration: Developing unified platforms for EHR sharing, AI model development and digital therapeutic deployment.
- Health System Resilience: Collaborating with host countries to strengthen infrastructure, improve standards, and build pandemic-ready capacities.
These motivations reflect a shift in global health leadership—from focusing on “exporting excellence” to building equitable, localized health care capacity with global reach and consistency.
Models of Global Expansion: Comparative Strategies
International expansion is not one-size-fits-all. Leading health systems are pursuing diverse models, including affiliations, management agreements and direct ownership of overseas hospitals. The chart below illustrates the primary strategies and footprints of key players:
These models range from lightweight knowledge partnerships to full-scale operating hospitals, each offering different levels of brand control, operational risk, and strategic leverage.
The Rise of Turkish and Asian Health Systems
While U.S. and U.K. hospitals have dominated early globalization, Turkish and Asian healthcare groups are now making assertive moves into regional and international markets.
Turkey’s Export Model
Institutions like Acıbadem, Memorial, Medicana and Medical Park have combined cost-competitive care, Western-trained physicians, and concierge infrastructure to create medical tourism powerhouses. Their success is now evolving into physical expansion into Europe, particularly the Balkans and U.K.
These hospitals are: – Operating full-service facilities abroad – Building outpatient and diagnostic clinics in major European cities – Creating referral networks with EU-based general practitioners – Investing in digital platforms for post-treatment follow-up
IHH Healthcare: Asia’s Multinational Giant
Based in Malaysia, IHH Healthcare operates over 80 hospitals under well-known brands including Parkway Pantai, Gleneagles, Mount Elizabeth, Fortis, and Acıbadem. With locations in Singapore, Malaysia, India, Hong Kong, Turkey and UAE, IHH delivers:
- Multisite clinical trials and genomics research
- International insurance and corporate health solutions
- AI-based clinical decision support
- Cross-border teleconsultation and digital diagnostics
This positions IHH not just as a hospital operator, but as a health innovation platform for the entire South-Southeast Asia corridor and beyond.
Fueling Global Pharma and AI: The Data Imperative
The rise of international hospital networks also serves a broader purpose: enabling global-scale clinical trials, pharmaceutical innovation, and AI development.
As highlighted in Becker’s Hospital Review, academic medical centers are playing a critical role in expanding access to global oncology trials. By operating across borders, these hospitals:
- Enroll diverse patient populations
- Accelerate rare-disease research
- Validate AI-based treatment algorithms on multinational data sets
- Enhance pharmaceutical outreach and speed-to-market
For AI developers and biotech companies, global hospital systems are becoming living laboratories for validating new tools across ethnicities, disease burdens, and regulatory settings.
Challenges and Cautionary Realities
While promising, global expansion brings significant challenges:
- Quality Assurance: Maintaining brand standards across countries demands extensive training, audit systems, and accreditations (e.g., JCI).
- Cultural Sensitivity: Respecting local beliefs, gender dynamics and care preferences is critical.
- Legal & Regulatory Complexity: Each country poses unique licensing, insurance and malpractice considerations.
- Financial Sustainability: ROI may take 5–10 years. Upfront investments can exceed $500M per facility.
- Talent Integration: Recruiting expatriate clinicians and integrating multicultural teams requires sustained organizational effort.
The fallout of failed ventures (e.g., Johns Hopkins Singapore) highlights the importance of choosing the right partners, markets and operating models.
Strategic Takeaways for Health System Leaders
Health care leaders exploring international growth should consider:
- Aligning expansion with mission and governance
- Choosing a model (affiliation, JV, full ownership) based on risk appetite and control
- Building digital continuity across sites with shared EHRs, telemedicine, and remote education
- Designing cross-border clinical training and fellowships to feed both local and central institutions
- Structuring new sites to support pharma partnerships and AI readiness from day one
- Embedding ethics, access, and inclusion as foundational pillars
The Future: Borderless Institutions, Data-Driven Care
As health care becomes increasingly global, the institutions that succeed will be those that combine clinical excellence with operational agility, data insight, and cultural humility. The leaders of tomorrow won’t just serve local populations—they will anchor international networks of patients, physicians, researchers, and algorithms.
Hospitals like The View Hospital in Doha (affiliated with Cedars-Sinai), Cleveland Clinic Abu Dhabi, Acıbadem Bulgaria and Gleneagles Hong Kong are not outposts—they are fully integrated nodes in a global care web.
In the coming years, these networks will shape how we: – Detect and treat disease – Train physicians – Respond to pandemics – Test drugs – Deploy AI
The hospital of the future isn’t just global in name. It’s truly borderless in mindset, capability, and purpose.
Dr. Fatih Mehmet Gul is a member of the Newsweek CEO Circle, an invite-only executive community of subscribers.
