All Featured Insights

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 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.

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.

With hundreds of competing priorities, hospital executive teams must focus on something they that they know they can spend time on and get real results from. An intense focus on improving length of stay gives hospitals a significant advantage in financial performance.

The moral issues coming at executives today are increasing exponentially in complexity, frequency, and intensity. Literature can help cultivate a practice of judicious thought that is as sophisticated as these issues demand.

Intense coaching styles were on display in the NCAA Division I basketball championships. While this intensity may not translate fully to complex corporate environments, can truly important results be achieved without a level of intensity that would be considered out of the ordinary?