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ABSTRACT Healthcare systems worldwide are undergoing profound transformation due to demographic shifts, rising costs and technological innovation. Inflammatory bowel disease (IBD) care, encompassing Crohn's disease and ulcerative colitis, faces similar challenges related to affordability and sustainability, both in high‐income countries (HICs) and low‐ and middle‐income countries (LMICs). To understand and redesign healthcare effectively, three key dimensions must be considered: the narrative (the guiding values and purpose of care), the architecture (how the system is structured and financed) and the players (the people and organisations shaping it). Inflammatory bowel disease (IBD) care is embedded within this same system and faces similar challenges. This article explores how value‐based healthcare (VBHC), defined as achieving the best possible outcomes that matter to patients relative to the required cost, can guide the transition to a more future‐proof model of IBD care. As value is defined as outcome per cost to achieve this outcome, VBHC emphasises transparency in costs, accurate and holistic measurement of outcomes and continuous process improvement to enhance both quality and efficiency of care. Although the concept originated in high‐income countries, the principles of VBHC are equally relevant for low‐ and middle‐income countries (LMICs), where the optimisation of limited resources is essential. In IBD care, this approach involves three main steps. First, understanding the full cost of IBD, including direct and indirect costs. Secondly, measuring outcomes that are meaningful to patients and third, continuously improving quality of care through collaboration, digital innovation and better use of data. Innovative strategies, including remote monitoring, the use of digital tools and expanded roles for IBD nurses, can enhance value in our IBD care. In LMICs, these principles must be adapted to local realities, and within this context, reorganising IBD care aims towards more sustainability and equity. The central insight here is that value does not equate to intense use of new technologies and new treatments but to a system delivering affordable generics, resource‐sensitive care pathways and transparent outcome tracking, which may yield higher societal value than one offering expensive biologics to a privileged few. In summary, we present a framework for redesigning IBD care for the future. Whether in high‐income or resource‐limited settings, integrating VBHC means aligning costs and outcomes, leading to more affordability, equity and patient empowerment. Through this transformation and with efforts from all stakeholders involved, IBD care can evolve into a model of patient‐centred and valuable healthcare.