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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.

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.

A successful strategy for growth defines a long-term view of your organization’s future. New factors emerging during the COVID-19 pandemic have intensified the imperative for growth; this article explores how to define the why and how of your growth strategy in a changed marketplace.

The pandemic has both accelerated and intensified the pressures hospitals and health systems face. Organizations that focus on “no regrets” decision-making will help ensure their viability in the short term and their options in the long term.

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.

A focus on resiliency requires blending vertical and horizontal perspectives on components of an organization’s portfolio of clinical services and strategic initiatives.

In business, resiliency measures a company’s ability to weather each of the three stages of dislocation: the shock of initial crisis, the fight for stabilization, and the transition to normalization. For not-for-profit hospitals and health systems, the COVID-19 pandemic represents an unprecedented assault on the core business model.