On this episode Michael Peregrine and Kevin Kaufman discuss a number of important post-pandemic developments for the board to consider.

For many hospitals and health systems around the country, COVID-19 threatens to create long-term negative changes to volumes, revenues, and margins on top of the pressures that weighed on hospitals even before the pandemic.

In the roughly 12 months since the COVID-19 pandemic emerged, America’s hospitals have borne a huge amount of the pressure and accountability for managing the effects of an unknown and unpredictable virus, and more recently for the complex process of disseminating vaccines.

A Special Edition Governing Health Series This episode - the first in our new Governing Health special edition series - features Ken Kaufman, Co-Founder and Managing Director of Kaufman...

Never before have organizations been required to think more rapidly and radically than in the volatile environment of COVID-19, when existing business models are being decimated daily, and organizations need to hit a new target that is hazy at best.

For all organizations, the imperative is to ensure that women and people of color are placed in the most senior leadership positions—not just part of the broader leadership team, but in positions that will place them in the most exclusive groups making the most important decisions.

We can expect that as new entrants continue to encroach on the healthcare space, they will apply the principles of the Product Age and the subscription business model.

The Shopify platform means that virtually anyone can be a retail entrepreneur. And a Shopify-style option for hospitals may mean that almost any hospital can offer some level of telehealth services.

Healthcare organizations have rotated toward a transactional operating platform because that platform is highly correlated to efficient operations, consistent levels of clinical care, and excellent financial performance.

After several years of research and development, the automated teller machine made its first appearance in 1967 at a branch of London’s Barclay’s Bank. Two years later, the first U.S. ATM was installed at a branch of the Chemical Bank on Long Island.

Many of us have questions surrounding possible consolidation of the provider space post-COVID. Read the Thoughts from Ken for details about what we could expect.

In a pandemic of uncertain intensity and duration, what is now the appropriate direction for a complex healthcare organization? Read more.