All Featured Insights

As care expands beyond inpatient settings and quality scrutiny grows, hospitals must elevate clinical documentation integrity into a strategic, enterprise-wide capability supported by aligned leadership, strong processes, and thoughtful technology to accurately reflect patient complexity and performance.

The One Big Beautiful Bill (OBBB) has drawn attention for its headline provisions: millions likely will lose their health insurance and there will be a reduction in cumulative federal health spending of an estimated $1 trillion over 10 years.

Many payer agreements lack provisions that would give hospitals greater visibility, predictability and recourse in the face of denial risk.

For many health systems, utilization management (UM) has long been a functional necessity, but rarely a strategic priority. Originally designed to ensure clinical appropriateness and support payer requirements, UM often grew up within hospital walls, shaped by local workflows and embedded within broader care management structures.

In today’s volatile healthcare landscape, CFOs are being called to step beyond traditional financial management and embrace a transformative leadership role.

Changes in operations and services, coupled with the need to invest more in patient-facing services, require health systems to assess corporate shared services to maximize efficiency and cost-effectiveness.

As healthcare looks to another period of uncertainty — namely the impact of potential tariffs on its supply chain — it’s important to remain vigilant, keep informed and be purposeful about next steps

The proliferation of claims denials, especially by Medicare Advantage payers, has become a pressing issue for health system operations.

Five key steps health systems should consider implementing to improve their observation management strategies and ensure appropriate reimbursement.

Care transition challenges are particularly acute for academic hospitals, driven in part by their unique tripartite academic mission. Learn how academic hospitals can apply the characteristics of high-performing hospitals to improve their care transitions and patient length of stay.

Purchased services represent a significant—but often unknown and overlooked—opportunity for cost savings. Discovering and quantifying the size of this opportunity requires a lot of detective work, but for most organizations, it is a mystery worth solving.

Length of stay affects many elements of a hospital’s financial performance, and it is also a key driver of patient satisfaction. Effective management of length of stay requires consistent leadership, and hospitalists are the logical choice to fill that leadership role.