All Featured Insights

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

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.

Hospital and health system executives and board members are currently confronting financial and operational uncertainty on multiple fronts—and the constant barrage of changing information can be overwhelming.

As advanced practice providers represent a growing percentage of the clinical workforce, health systems must ensure that APPs are being deployed in ways that enable the physicians they work with to operate at the top of their potential.

The balance sheet serves three main purposes: as a shock absorber, financing mechanism, and profit center. By examining and engaging the full range of opportunities that balance sheet resources can contribute, organizations can enhance their long-term sustainability.

Care transition challenges are particularly acute for academic hospitals, driven in part by their unique tripartite academic mission. Learn how academic hospitals can apply the characteristics of high-performing hospitals to improve their care transitions and patient length of stay.

After several challenging years, hospitals and health systems are experiencing modest improvements in financial conditions.

As healthcare market conditions continue to stabilize after several years of pandemic-era volatility, many hospital and health system leaders are revisiting their organizations’ strategic options for long-term sustainability.

This article is part one in a series on reigniting the strategic plan and growth opportunities. Part two will dig deeper into steps the board can take to elevate strategic planning efforts.

At a transformational moment for not-for-profit healthcare, recent trends in partnerships, mergers, and acquisitions indicate that hospitals and health systems are exploring increasingly bold strategies to meet new challenges.

Faculty practice plans are complex entities; the addition of a community physician group adds to that complexity. The question for academic health system leadership is whether and when to combine the faculty and community physicians into a single entity.

Organizations that pursue consumer strategies and value-based approaches together will be much more likely to achieve their goals while increasing their ability to effectively compete against new industry entrants.