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The interdisciplinary team is the lifeblood of personalized health care. But what is needed to sustain this? In this chapter, we will discuss the organizational design in which personalized health care thrives. We rely on knowledge and experience from research and practice and the collaboration in the NFU-consortium Quality of Care. In addition to the team, its task, and accountability, necessary support and providing information are discussed.

“I do not understand the way that you treat patients,” said a resident to the medical specialist who had just seen two patients with pain in the hip joint. “You prescribed heavy pain medication to one, but only some paracetamol to the other even though they have the same symptoms?”

The value-based healthcare (VBHC) concept was first proposed as a solution to many of the ills of healthcare. Since then, we have seen the term “value” defined, used, confused, and interpreted in multiple ways. While we may disagree that competition based on value will solve healthcare’s complex challenges, value is a concept integral to the future of healthcare. Before VBHC becomes consigned to the long list of quality improvement trends and management fads that have passed through healthcare, we call for a dialogue around the term value and the implications of its different interpretations. The intention is not just to critique, but to facilitate ongoing efforts to substantially improve healthcare in ways that are relevant and sustainable for society at large.