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At recent Vizient CEO Networks meetings, discussions focused on how structural pressure, chronic disease and AI are converging—and why executive alignment will determine what comes next.

Learn why healthcare strategic partnerships falter and how to improve outcomes with credible business cases, aligned incentives, durable structures, rigorous due diligence, and simpler, effective agreements from real-world deal insights.

Nurse managers sit at the center of workforce stability, care quality and financial performance. As burnout and turnover threaten health systems, supporting nurse managers has become a critical executive strategy for sustaining performance and growth.

Health system executive leaders and boards have recently weathered numerous existential challenges, from COVID-19 to cyberattacks to the One Big Beautiful Bill.

In healthcare today, organizations can face opportunities across geographies and sectors, each with their own unique benefits and risks. But like a fruit tree at harvest time, these opportunities can be time sensitive.

Fluency across clinical and financial perspectives is redefining leadership in healthcare

The financial challenges facing hospitals and health systems—from the One Big Beautiful Bill’s looming impacts to difficult operating conditions—are also keeping insurers up at night.

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.

With an estimated $1 trillion in healthcare-related spending reductions, the One Big Beautiful Bill could significantly disrupt the U.S. healthcare system. Flourishing in the face of uncertainty will require focus on four imperatives: margin transformation, care delivery realignment, structural resilience and technological enablement.

The proposed NIH policy to cap indirect costs on research grants at 15% would strain academic medical centers (AMCs) and universities that rely on these funds to support essential infrastructure.

Health plans interested in inorganic growth should reflect deeply to better understand their motivations as it relates to their strategic goals.

After several years of grappling with one existential challenge after another, many organizations may find the task of resetting their strategy overwhelming. In our experience, most health systems have not asked or answered the difficult questions required to chart a new path.