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The process of defining desired customer outcomes requires work, and that task is made more complicated for higher ed institutions because their services are often delivered over a course of years and extend across multiple areas, including academics, student housing, campus life, and job placement.

If the pandemic has taught us anything, it is that healthcare organizations must build resiliency to withstand the shocks that may come their way and be in a position to pursue the opportunities that rapid and significant change can create.

Before the COVID-19 pandemic struck, the U.S. was already facing a behavioral health crisis. Since the pandemic began last year, the magnitude of that crisis has grown.

In this roundtable, Kaufman Hall discusses the post-pandemic outlook with CEOs of two health systems that share three characteristics: sound balance sheets, relative geographic isolation, and operating revenue of near $1 billion.

C-suite leaders discuss some of the disruptors that hospitals and health systems face as the industry grapples with the effects of the pandemic and strategies to evolve and address the challenges ahead.

The long-held notion that the ED is the front door to the hospital remains pervasive. And no wonder. As of just a few years ago, ED visits were responsible for a massive 70% of inpatient admissions. However, the underpinnings of this conventional wisdom have shifted in some very significant ways.