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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.

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.

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.

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

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.

Recent efforts to contemporize primary care have proven that the best intentions, the smartest ideas, and a lot of money are no guarantee of commercial success. Corporate America has found primary care to be a confounding and, so far, unsuccessful business model.

A new conversation about founder mode vs. management mode is challenging conventional thinking about leadership styles and organizational structures. In a new blog, Ken Kaufman defines the characteristics of founder mode and how it can prompt leaders to test their habits and beliefs about how to run an organization.

A shift in meaning of the term “brat” during the summer of 2024 marks a fundamental change in the notion of how to communicate with the public. This shift offers lessons that often contradict some of our deepest instincts about how to convey a message.

Hospitals face enormously complex operational challenges every day. The advanced analytics used by large commercial businesses can offer solutions that improve revenue, lower expenses, and enhance patient outcomes.

Walmart’s failure as a healthcare provider points to some big problems in U.S. healthcare, including a difficult business model, an unfriendly reimbursement model, and a basic healthcare expense-to-revenue problem.