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Solo living is becoming much more common in American society. As the concept of the American family shifts, and in this case, unwinds, healthcare leaders need to be attuned to new demands—and nimble enough to meet them.

A question often asked by health system leaders is what will be required for future success. Responses from some of Kaufman Hall’s smartest consultants are featured in this new blog from Ken Kaufman. One common element: The need to make and stick with really hard decisions.

The many forces driving some hospitals to financial distress make it impossible to maintain the status quo. Leaders can move beyond a binary close-or-don’t-close decision to reconsider what it means to deliver healthcare in communities that struggle to support a hospital.

Hospital leadership faces an undeniably hard challenge: regaining financial stability, finding a relevant post-Covid competitive vision, and energizing teams with a renewed sense of purpose. But fighting back is the hospital job of the moment.

During times of financial challenge, hospitals tend to aggressively cut back on both planning and the execution of overall strategy. But is this the right road for hospitals to take at this time?

All organizations, including America’s hospitals and health systems, need to confront the fact that no strategic plan lasts forever.

Those of you who read my blog regularly know that my focus tends toward either hospital operations or healthcare policy. In my latest blog, I want to change the pace and talk about the value of a well-planned and well-executed Board retreat.

Explore how hospitals and health systems are faring in an increasingly productized healthcare marketplace.

When the nation is unprepared for catastrophic public health emergencies, the consequences are as real as they can get. As we saw with COVID-19, many people died while the country’s public health apparatus struggled to catch up, and America’s hospitals, jumped into the breach.

We have entered a financial moment when paying attention to the sunk cost fallacy will be central to maintaining, or recovering, the financial, clinical, and mission strength of America’s hospitals.

In February, U.S. inflation as measured by the Consumer Price Index grew 7.9% year-over-year, the highest increase in four decades. The factors influencing the current inflationary...

Kaufman Hall co-founder and Chair Ken Kaufman and Senior Vice President Lisa Goldstein—formerly a longtime not-for-profit hospital ratings analyst for Moody’s—recently explored the evolving perspectives of healthcare leaders on how to best balance credit ratings with other key strategic imperatives, including the rising importance of health equity