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Health system executive leaders and boards have recently weathered numerous existential challenges, from COVID-19 to cyberattacks to the One Big Beautiful Bill.

Healthcare is facing its own Apollo 13 moment. In his latest blog, Vizient President and CEO Byron Jobe shares how leaders can navigate today’s uncertainty by widening the circle, strengthening alignment and turning isolated insights into coordinated action.

Amid shifting perceptions of healthcare expertise, board and C-suite leaders must define the basic principles of their organization and its role in medicine, patient care and public health and consider how they will make decisions when these principles might conflict with current perceptions.

High Reliability Healthcare offers a smarter, not harder, way forward. It empowers healthcare organizations to proactively manage complexity, drive sustainable improvement and foster a culture where everyone is responsible for both doing the work and improving it.

A quarterback who has been on more teams than any other NFL player and has spent more time on the bench than on the field may be an unlikely source for leadership lessons. But his observations on his career have as much relevance for CEOs as they have for someone trying to establish their place on a team.

In a healthcare landscape that is in the midst of industry transformation, disruption, and financial duress, one thing has become clear: traditional governance models and approaches require a refreshed approach to guide and advance mission-based organizations.

As Medicare turns 60, new challenges are on the horizon: from site-neutral reforms to payment model shifts. These challenges will be compounded by the One Big Beautiful Bill’s impact. A proactive response will help ensure that hospitals remain vital community institutions in the decades ahead.

Operational issues in access are myriad. So are the tactics to resolve them. But if systems look closer, they’ll find that access isn’t a tactical matter. It’s a strategic one stemming from an uncertain or opaque leadership structure.

Senior healthcare leaders and board members routinely ask us the following two questions.

In today’s volatile healthcare landscape, CFOs are being called to step beyond traditional financial management and embrace a transformative leadership role.

In conversations with hospital boards and C-suite leaders, a question frequently raised is: “Given such difficult operating circumstances, why are some hospitals successfully managing through – and others are not?”

The assassination of UnitedHealthcare CEO Brian Thompson drew a chilling response from much of the American public. While wholly inappropriate, this reaction suggests that America’s healthcare consumers might want something very different from what they currently receive.