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The balance sheet serves three main purposes: as a shock absorber, financing mechanism, and profit center. By examining and engaging the full range of opportunities that balance sheet resources can contribute, organizations can enhance their long-term sustainability.

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.

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

As healthcare market conditions continue to stabilize after several years of pandemic-era volatility, many hospital and health system leaders are revisiting their organizations’ strategic options for long-term sustainability.

This article is part one in a series on reigniting the strategic plan and growth opportunities. Part two will dig deeper into steps the board can take to elevate strategic planning efforts.

At a transformational moment for not-for-profit healthcare, recent trends in partnerships, mergers, and acquisitions indicate that hospitals and health systems are exploring increasingly bold strategies to meet new challenges.

Faculty practice plans are complex entities; the addition of a community physician group adds to that complexity. The question for academic health system leadership is whether and when to combine the faculty and community physicians into a single entity.

The pandemic has both accelerated and intensified the pressures hospitals and health systems face. Organizations that focus on “no regrets” decision-making will help ensure their viability in the short term and their options in the long term.

Organizations that pursue consumer strategies and value-based approaches together will be much more likely to achieve their goals while increasing their ability to effectively compete against new industry entrants.

A successful strategy for growth defines a long-term view of your organization’s future. New factors emerging during the COVID-19 pandemic have intensified the imperative for growth; this article explores how to define the why and how of your growth strategy in a changed marketplace.

If the pandemic has taught us anything, it is that healthcare organizations must build resiliency to withstand the shocks that may come their way and be in a position to pursue the opportunities that rapid and significant change can create.

A focus on resiliency requires blending vertical and horizontal perspectives on components of an organization’s portfolio of clinical services and strategic initiatives.