Why healthcare's most persistent failures are organizational, not financial or politicalIn The Moral Alibi: How Healthcare Learned to Look Away—and How We See Again, Sachin H. Jain, MD, MBA—CEO of SCAN Group, Stanford faculty member, and former Obama Administration official—delivers a candid diagnosis of why healthcare institutions fail patients despite decades of reform. Drawing on his experience leading an organization from $2.7 billion to over $8 billion in revenue, Jain names the organizational pathologies that executives recognize but rarely discuss openly.The Moral Alibi examines how dysfunctional cultures, conflict-avoidant leadership, misaligned incentives, and ethical drift produce fragmented care, clinician burnout, and systems indifferent to patients. Jain identifies specific patterns including "innovation theater" that mistakes conferences and pilots for transformation and "split-the-baby leadership" that prioritizes institutional harmony over patient outcomes, offering both vocabulary and a framework for addressing the crisis beneath the crisis.Readers will also find: An honest examination of why healthier organizations may be the prerequisite for healthier patients and what leadership courage that requiresAnalysis of how administrative complexity and institutional drift from founding purpose create systemic indifference to patient needsInsights drawn from leadership roles at CareMore Health, Aspire Health, and the Center for Medicare and Medicaid InnovationA framework for identifying organizational pathologies that persist despite financial investment, technological upgrades, and policy reform effortsPractical vocabulary for naming dysfunction that clinicians, executives, and board members recognize but rarely confront directlyWritten for anyone navigating the gap between what American healthcare claims to be and what it actually does—including healthcare executives, physicians, policymakers, healthcare workers, and patients—The Moral Alibi provides the intellectual honesty and organizational framework needed to confront systemic dysfunction and lead meaningful change.