By Geoff Colvin, senior editor-at-large
FORTUNE -- What Fortune 500 companies really want from U.S. health care reform is pretty basic: They want sustainable costs and healthy, productive employees. But business doesn't just want those things; it desperately needs them, and it's going to get them, one way or another. How it gets them -- the answer will depend partly on the Supreme Court's Obamacare decision in June -- could be traumatic for America's health care system.
The American health care system is almost unique in the extent to which it funnels health spending through employers. Most of the big developed nations use some type of universal single-payer system that socializes health costs across the entire economy. But about 60% of U.S. health care spending goes through employers via employer-sponsored medical insurance. That's an expense that many of those companies' competitors in the global economy don't bear.
Exacerbating the problem is America's world-topping level of health care spending -- $7,164 per person in 2008, says the World Health Organization, vs. $3,922 in Germany and $265 in China. Making the problem worse, those costs are rising much faster in America than in any other major economy and are growing more rapidly than the U.S. economy. That is an unsustainable trend: If employers' health care costs keep increasing faster than revenues, eventually 100% of revenues will be used to pay health care costs. As economist Herb Stein so wisely observed, if something can't go on forever, it will stop.
Exactly how will it stop? Pre-Obamacare, America's largest employers (banding together as the National Business Group on Healthcare) had a plan for controlling their employee health costs. Obamacare didn't give them much of what they wanted. They favored an individual mandate -- everyone must have insurance -- which Obamacare famously includes, but they wanted to let the market set premiums. They wanted the favorable tax treatment of employer-provided insurance to remain undiluted, which it won't be; so-called Cadillac plans will be slammed with a 40% excise tax.
More: 5 ways to healthier employees
How big employers now control costs will depend on two giant decisions. First is the Supreme Court's ruling on the constitutionality of the individual mandate. If the justices give it a thumbs-down, employers are in a quandary. They like a mandate because it could lower their insurance costs by forcing more people into the risk pool, and in a world where everyone is legally required to maintain insurance, employers may feel less pressure to offer it. If the mandate is upheld, then everything depends on the second big decision: the voters' choice in November. A Republican sweep would probably mean Obamacare's repeal, while a more muddled election result probably wouldn't.
Either of the two big decisions could kill Obamacare. If that happens, then another epic onslaught of lobbying will determine what comes next, with unforeseeable results. But if it survives, then employers face only a few options for controlling health care costs as they must.
One response is to stop providing coverage for employees and let them buy it on the new exchanges. As Fortune wrote in 2010, major employers, including AT&T (T) and Caterpillar (CAT), have begun considering that option; they'd have to pay a penalty and give employees raises, but they'd still save significant money. Another option for big employers that self-insure would be to maintain coverage but tweak it by raising co-pays or limiting the number of specialists in the network, thus nudging the sickest employees toward the exchanges. If many employers were to take either of those roads, Obamacare's finances wouldn't work as intended, and the program would have to be altered.
So we're looking at three major uncertainties: the Supreme Court, the election, and the behavior of major employers. That's a lot of moving parts. Just remember that today's situation is unsustainable. Employers need to get their health costs under control, and they will. For their employees and the country, much depends on how they do it.
This story is from the May 21, 2012 issue of Fortune.
After a 43-year military career, the former Joint Chiefs chairman is as outspoken as ever.
By Geoff Colvin, senior editor-at-large
FORTUNE -- As chairman of the Joint Chiefs, Admiral Mike Mullen was particularly active and vocal. Far more than previous chairmen, he emphasized the importance of diplomacy and economics in U.S. defense. His Senate testimony that canceling the military's don't-ask, don't-tell policy was "the right thing to do" played a large MORE
May 10, 2012 5:00 AM ET
Company customer service czar Jim Bush on changing the way that cardholders are treated - and how it paid off.
By Geoff Colvin, senior editor-at-large
FORTUNE -- Call-center customer service has become a finely honed discipline, but usually it seems honed to cut time: The agent is superficially friendly, but nothing can derail that person's mission of getting you off the phone fast. Service at American Express (AXP) wasn't much different MORE
Apr 19, 2012 5:00 AM ET
The company's analytic software gives its 'customer service professionals' a wealth of data to take care of cardholders.
By Geoff Colvin, senior editor-at-large
FORTUNE -- Jim Bush sees to it that when a customer calls American Express (AXP), the person who answers engages in unscripted conversation. What makes that conversation productive is a staggering amount of data. A credit card company, through its awareness of customer spending, possesses deep knowledge about MORE
Apr 19, 2012 5:00 AM ET
CEO Andrew Liveris is focusing Dow Chemical on more innovative, high-margin products - and making them in America.
Interview by Geoff Colvin, senior editor-at-large
FORTUNE -- When Mr. McGuire told Dustin Hoffman's Benjamin in The Graduate that "I just want to say one word to you," and that word was "plastics," he could have been recommending a career at Dow Chemical. It was advice that Andrew Liveris, a new chemical-engineering graduate from MORE
Mar 8, 2012 5:00 AM ET
In the midst of a scandal that reaches new lows every day, Rupert Murdoch's reactions have ranged from the canny and shrewd to the absurd. Given his tight control over News Corp., don't expect any changes soon. By Geoff Colvin
Feb 29, 2012 2:51 PM ET
An inside look at how Toyota, Nike, and SV Angel keep on growing.
By Geoff Colvin, senior editor-at-large
FORTUNE -- Einstein observed that no matter how smart you are, or how long you ponder, you can never be sure how a watch works unless you look inside. He was making a point about understanding the universe, which we'll leave to physicists and just note that it's the same with business. We can easily MORE
Feb 14, 2012 5:00 AM ET
The CEO steps down leaving his company in great shape. Will that legacy last?
By Geoff Colvin, senior editor-at-large
FORTUNE -- Really good CEOs are rare partly because they use all of their brains. Most people don't. We carry around either massive left brains -- logical, analytical, not very touchy-feely -- or, more rarely in today's world, we rely on big right brains -- imaginative, feeling, intuitive, uncomfortable with algebra. Running a giant MORE
Nov 18, 2011 5:00 AM ET
What makes an Executive Dream Team even better? A superconnected, no-nonsense board of directors.
By Geoff Colvin, senior editor-at-large
FORTUNE -- A major lesson in the business dramas of recent years is that great executives are almost -- but not quite -- enough. If the board of directors isn't right, then nothing's right. Consider famous failures like Bear Stearns and Lehman Brothers, or costly scandals like News Corp.'s (NSWA) phone-hacking debacle, in which MORE
Oct 17, 2011 5:00 AM ET
Business people the world over face the challenge of finding inspiration in Jobs without deluding themselves into thinking they can figure out how to do what he did.
By Geoff Colvin, senior editor-at-large
FORTUNE -- The day before Steve Jobs died, I asked a well-known management consultant about the difficulty of drawing lessons from Apple's success. After all, the company seems to ignore accepted management wisdom.
Listen to your customers? Apple doesn't. It MORE
Oct 7, 2011 9:08 AM ET
Every morning, discover the companies, deals and trends in tech that are moving markets and making headlines. SUBSCRIBE
Receive Fortune's newsletter on all the deals that matter, from Wall Street to Sand Hill Road. SUBSCRIBE
Covering the digital giants of Silicon Valley and beyond, an in-depth look at enterprise companies, and the startups disrupting them. Emailed twice weekly. SUBSCRIBE
Anne Fisher answers career-related questions and offers helpful advice for business professionals. SUBSCRIBE