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The healthcare gyroscope is a delicate combination of management, governance, and medical attitudes and processes that keeps all complex healthcare organizations functioning in a way that serves the best interests of its patients and associated communities.

On this episode Michael Peregrine and Ken Kaufman discuss a number of important post-pandemic developments for the board to consider.

For many hospitals and health systems around the country, COVID-19 threatens to create long-term negative changes to volumes, revenues, and margins on top of the pressures that weighed on hospitals even before the pandemic.

Never before have organizations been required to think more rapidly and radically than in the volatile environment of COVID-19, when existing business models are being decimated daily, and organizations need to hit a new target that is hazy at best.

Healthcare organizations have rotated toward a transactional operating platform because that platform is highly correlated to efficient operations, consistent levels of clinical care, and excellent financial performance.

After several years of research and development, the automated teller machine made its first appearance in 1967 at a branch of London’s Barclay’s Bank. Two years later, the first U.S. ATM was installed at a branch of the Chemical Bank on Long Island.

The more we learn about the revenue shock that hospitals are experiencing from COVID-19, the clearer it becomes that recovering from that shock will require a rethinking of hospital operations. Read more.