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A deeper dive into the numbers behind the numbers in Kaufman Hall’s National Hospital Flash Report generates a nuanced story, with results that are relevant to setting long-term social health policy agenda and to the strategic management of complex provider organizations.

The problems with Boeing hold lessons for healthcare, an industry that—like aerospace—cannot afford to make mistakes. Hospital and health system leaders must build and maintain high reliability organizations.

John Lynch was hired by the San Francisco 49ers in 2017 to turn the team around. The vision he created for the team holds important lessons for healthcare leaders working to acquire and retain the very best talent.

Former UCLA basketball coach John Gooden believed that quickness and a sense of urgency was absolutely necessary to winning in a competitive environment. But quickness must be accompanied by emotional and professional balance in order to achieve excellence.

The hospital leadership issues that really matter right now center around the ability of hospital executives to possess and demonstrate an authentic emotional IQ to lead a diverse workforce in difficult circumstances.

Artificial intelligence is developing rapidly and relentlessly pushing into business practice generally, and healthcare specifically. Healthcare leaders must learn how the endless potential applications of AI might affect their organizations in the very near future.

The concepts of fluid and crystallized intelligence explored by Arthur Brooks in his new book, “From Strength to Strength,” offer a new way for health system leaders to look at their executive team and find the proper balance between different types of intelligence.

Before you can establish the organizational thought platform that best guides your hospital forward, you will need a leadership team that is committed to creating a “listening and learning” healthcare company.

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?

C-suites across America are moving to stronger measures to assure the financial survivability and competitiveness of their organizations. Data and analysis suggest that reductions in force are among the measures being taken today.

Hospital executives have given the physician employment strategy considerable thought. Here are four observations from healthcare leaders who are rethinking the physician employment model.