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The challenges that hospitals and health systems currently face are amplifying this complexity, from uncertainty about potential changes to federal healthcare policy—including Medicaid and NIH funding cuts and tariffs—inflation, and ongoing workforce challenges.

Senior healthcare leaders and board members routinely ask us the following two questions.

The hospital and health system leaders we work with are extremely concerned about the financial impact their organizations may experience from potentially significant Medicaid policy changes, following the recent passage of a budget resolution by the U.S. House of Representatives.

A conversation with Rich Liekweg, CEO of BJC Health System in Missouri, and Nick Barto, president of BJC Health System

The future will favor payers that adapt to changing market circumstances with agency and velocity. Payers will need to make tough choices.

Solo living is becoming much more common in American society. As the concept of the American family shifts, and in this case, unwinds, healthcare leaders need to be attuned to new demands—and nimble enough to meet them.

The new generation of weight-loss drugs has the potential to help reduce prevalence of obesity and Type 2 diabetes, two of the most prevalent chronic conditions. How might that affect hospital operations and capital and financial planning?

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.

Over the years, I have had many things that I have wanted to tell the executives at not-for-profit hospitals. As a ratings analyst, however, I couldn’t. Now I can. This is the first of...