The assassination of UnitedHealthcare CEO Brian Thompson drew a chilling response from much of the American public. While wholly inappropriate, this reaction suggests that America’s healthcare consumers might want something very different from what they currently receive.

Healthcare organizations have faced a set of historically intractable problems, some of which have become far more apparent and intense in the 20 months since the onset of the COVID-19 pandemic, including dealing with the fallout of a public health system.

In my conversations with senior executives at healthcare organizations around the country, I find that leaders have three critical topics on their minds: workforce, workforce, and...

The well-worn phrase “culture eats strategy for breakfast” has new relevance in American business these days. Take the case of State Farm insurance. For almost ten years, Green Bay...

Today, American culture is changing so quickly and with such a high degree of nuance that it is increasingly difficult both to interpret and to navigate. However, navigating how those...

The healthcare gyroscope is a delicate combination of management, governance, and medical attitudes and processes that keeps all complex healthcare organizations functioning in a way that serves the best interests of its patients and associated communities.

On this episode, Ken Kaufman, Chair of Kaufman Hall, and Michael Peregrine, Partner at McDermott, discuss the board’s top post-pandemic governance and leadership challenges.

For a very long time, hospitals have been organized around three principles that inform the way they run their organizations, and how they conduct themselves in the management suite and the board room.

On this episode Michael Peregrine and Ken 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.

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.

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.