Policy changes threaten to undermine hospital revenues. Leaders must evaluate multiple factors and act on their understanding to protect their organizations.

In Good to Great, author Jim Collins explored what the fox-hedgehog concept means for company performance. His new book explores its personal implications.

Explore how Kaufman Hall helped structure an award-winning $80M financing solution to build a modern hospital for the Navajo Nation, overcoming unique legal and funding barriers to improve access and outcomes for Indigenous populations.

Hospitals are getting squeezed from all sides, so winning will come down to nailing the basics—tight operations and finances, great quality, a workable payer mix, steadily better clinical talent, and a patient experience that’s easy and welcoming—with strong board and leadership teamwork to pull it all off.

Amid shifting perceptions of healthcare expertise, board and C-suite leaders must define the basic principles of their organization and its role in medicine, patient care and public health and consider how they will make decisions when these principles might conflict with current perceptions.

A quarterback who has been on more teams than any other NFL player and has spent more time on the bench than on the field may be an unlikely source for leadership lessons. But his observations on his career have as much relevance for CEOs as they have for someone trying to establish their place on a team.

With its acquisition of AMSURG, a national ambulatory chain, Ascension is changing the playbook for not-for-profit business model transformation. The acquisition raises important questions: How do we expect the game to be played moving forward, and how do we want to participate?

large and complex assemblage of interdependencies. Any change to one part could create multiple, hard-to-predict effects throughout the system. When making changes to a fragile system that serves so many, the watchword should be caution.

High-performing organizations know that sustainable safety around infection control is not achieved through compliance alone, but through a deep-rooted culture of vigilance, ownership, and continuous improvement. That culture starts with leadership commitment.

Why are hospitals unable to efficiently fill their appointment slots, even in the face of very significant demand? Lessons from the airlines on how they fill seats can help provide solutions to this problem.

In conversations with hospital boards and C-suite leaders, a question frequently raised is: “Given such difficult operating circumstances, why are some hospitals successfully managing through – and others are not?”