The article "RETHINKING HEALTH AND CARE SYSTEMS" by Paige McDonald and colleagues discusses the concept of learning health systems (LHS) as a pathway to continuous improvement and innovation in healthcare. Despite significant advancements in technology and data analysis, many healthcare issues persist due to a disconnect between evidence-based practices and actual care delivery. LHS aim to address this by integrating internal data and experience with external evidence, enabling knowledge translation into practice. Key domains, tools, and actions required for implementing LHS are outlined, emphasizing the importance of learning communities, which are groups of collaborators with relevant expertise, including patients. These communities co-design strategies, identify data and tools needed to tackle healthcare problems, and drive continuous improvement. The article highlights two case studies: MQ Health in Australia and ImproveCareNow, a pediatric inflammatory bowel disease improvement network. MQ Health adopted a learning system approach to enhance patient experience, improve population health, reduce costs, and improve the working life of primary healthcare providers. ImproveCareNow, an international network, has significantly improved clinical remissions through standardized data collection and collaboration with patients. Technical building blocks for LHS include data collection, analysis, and sharing platforms, as well as tools for behavior change and complexity management. The strategic direction, purpose, goals, and processes are co-designed by the learning community, supported by organizational structures and governance. A culture that values curiosity, continuous learning, improvement, and innovation is crucial. Effective leadership and patient engagement are essential for success. The article also addresses challenges such as lack of investment, system inertia, and interprofessional rivalries, and suggests tools like the NASSS framework to help identify and manage these issues. Key messages include the potential of LHS to improve quality, reduce costs, and engage citizens, with a focus on continuous, intelligent improvement in patient care.The article "RETHINKING HEALTH AND CARE SYSTEMS" by Paige McDonald and colleagues discusses the concept of learning health systems (LHS) as a pathway to continuous improvement and innovation in healthcare. Despite significant advancements in technology and data analysis, many healthcare issues persist due to a disconnect between evidence-based practices and actual care delivery. LHS aim to address this by integrating internal data and experience with external evidence, enabling knowledge translation into practice. Key domains, tools, and actions required for implementing LHS are outlined, emphasizing the importance of learning communities, which are groups of collaborators with relevant expertise, including patients. These communities co-design strategies, identify data and tools needed to tackle healthcare problems, and drive continuous improvement. The article highlights two case studies: MQ Health in Australia and ImproveCareNow, a pediatric inflammatory bowel disease improvement network. MQ Health adopted a learning system approach to enhance patient experience, improve population health, reduce costs, and improve the working life of primary healthcare providers. ImproveCareNow, an international network, has significantly improved clinical remissions through standardized data collection and collaboration with patients. Technical building blocks for LHS include data collection, analysis, and sharing platforms, as well as tools for behavior change and complexity management. The strategic direction, purpose, goals, and processes are co-designed by the learning community, supported by organizational structures and governance. A culture that values curiosity, continuous learning, improvement, and innovation is crucial. Effective leadership and patient engagement are essential for success. The article also addresses challenges such as lack of investment, system inertia, and interprofessional rivalries, and suggests tools like the NASSS framework to help identify and manage these issues. Key messages include the potential of LHS to improve quality, reduce costs, and engage citizens, with a focus on continuous, intelligent improvement in patient care.