Post-allocation management ensures continued alignment of financial performance with strategic planning cash-flow requirements.

Q&A with Bruce Lawrence, President and CEO, INTEGRIS Read this Q&A to hear how INTEGRIS positions itself for changes to healthcare's business model, if they are able to link consumer focus with strategy for growth, and how it approached innovation at the system level.

Until recently, many hospital and health system executives have counted on relatively stable margins from laboratory departments. The economics of lab testing is changing dramatically due to market forces, including reduced Medicare payments, competition from national labs, higher cost sharing for patients, growth in bundled payments, and more.

The pace of healthcare consolidation has been accelerating significantly. Between 2006 and 2016, the number of announced hospital and health system transactions increased 55 percent. As I discuss these trends with healthcare executives across the country, the question I hear most often is: What is the endgame?

Read the lead article to learn how healthcare leaders across the country are approaching cost transformation, the important role of reconfiguring the portfolio of businesses and service lines in reducing overall costs, and three steps on how to get started on portfolio reconfiguration and rationalization at your organization.

Anthem Blue Cross Blue Shield, the second largest commercial health insurer in the country, is sending a strong message to hospitals about their prices. That message is: “enough.”

Lurie Children’s leadership recognizes the need for continued organizational transformation amid a changing healthcare landscape. As a long-standing partner and strategic advisor to the organization, Kaufman Hall recently was engaged by Lurie Children’s to help the organization assess the impact of industry change on its marketplace, and shape a vision and related strategies for how the hospital should evolve in the years ahead.

“Finding those points where there’s common ground is where you can really make some progress.” Kaufman Hall: What is your system’s most innovative program today? David Blom: Our...

Hospital-based and independent labs are increasingly challenged by depressed volume, declining payment rates, and disruptive innovation. These challenges and others are leading many laboratory and diagnostic services providers to explore mergers, acquisitions, and other affiliations as vehicles to gain greater scale and improve their competitive positions.

The US economic climate, unsustainable spending on healthcare, an evolving insurance market, technological advances, and increased healthcare decision making by Internet-empowered consumers accelerated the emergence of a new business model.

The lead article in the Summer 2016 Kaufman Hall Report discusses how organizations can achieve five business outcomes for more consumer-centric care.

Learn 4 steps that can help hospital & health system boards and leaders develop a sustainable innovation strategy by drawing on techniques and perspectives from multiple industries.