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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 servant leader needs to be intellectually curious and strive to learn more from their employees as they lead. Every moment spent with caregivers and colleagues is a learning and a teaching moment.

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.

After several challenging years, hospitals and health systems are experiencing modest improvements in financial conditions.

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.

Promoting financial literacy serves two important purposes. First, it makes everyone aware of the institution’s current financial health. Second, it makes everyone aware of what will be required to ensure the institution’s financial health over the long term.

Steward Health Care’s recent Chapter 11 bankruptcy filing is one of the largest health system bankruptcies in recent memory. Although Steward is a for-profit system, there are important lessons that not-for-profit health system leaders can learn from the Steward bankruptcy.

Walmart’s failure as a healthcare provider points to some big problems in U.S. healthcare, including a difficult business model, an unfriendly reimbursement model, and a basic healthcare expense-to-revenue problem.

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.