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.

We’re pleased to welcome you to our Strategy Spotlight blog, a space where we intend to regularly share our insights—and those of our colleagues—on the evolving challenges and opportunities healthcare organizations are confronting.

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.

A question often asked by health system leaders is what will be required for future success. Responses from some of Kaufman Hall’s smartest consultants are featured in this new blog from Ken Kaufman. One common element: The need to make and stick with really hard decisions.

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.

The latest Kaufman Hall Report includes an inside look at resetting organizational enterprise strategy.

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?

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.

Health systems are faced with two conflicting realities. The first is that partnerships will continue to be a necessary and critical part of healthcare strategy. The second is that antitrust enforcement will continue to create strong barriers to these same partnerships.

After several years of grappling with one existential challenge after another, many organizations may find the task of resetting their strategy overwhelming. In our experience, most health systems have not asked or answered the difficult questions required to chart a new path.

For Medicaid plans that enjoyed a surge in business during the pandemic, this rapid decline in the market may be disheartening, and the large rapid shifts in the Medicaid risk pools will be challenging to manage to target profit margins in the near-term.