Culture is often considered a soft gauge of quality—difficult to define and measure, and highly qualitative in nature.

The financial challenges facing hospitals and health systems—from the One Big Beautiful Bill’s looming impacts to difficult operating conditions—are also keeping insurers up at night.

Healthcare leaders are laser-focused on understanding how the future financial trajectory of their organizations might take shape post-OBBB—and what they can do to guide their organizations to long-term sustainability.

The One Big Beautiful Bill (OBBB) has drawn attention for its headline provisions: millions likely will lose their health insurance and there will be a reduction in cumulative federal health spending of an estimated $1 trillion over 10 years.

In a healthcare landscape that is in the midst of industry transformation, disruption, and financial duress, one thing has become clear: traditional governance models and approaches require a refreshed approach to guide and advance mission-based organizations.

Today’s service lines act as enterprise platforms that guide investment and decision-making in ways isolated departments cannot, helping organizations lead with purpose across the continuum of care.

Aligning the right physician/APP model and the right measurements with the right compensation.

Sustained momentum in lab transactions is being driven by national lab operators’ desire to build scale and health systems’ recognition that divestiture of their lab business could free up capital to fund other core operations. This article provides key considerations in evaluating a potential lab transaction.

Kaufman Hall’s 2025 Summer Rating Agency Update offered an early look at how the newly enacted One Big Beautiful Bill (OBBB) could reshape hospital credit profiles.

Primary care alignment remains essential, but employment is only one tool in the toolbox. Health systems facing mounting losses, shifting patient populations or rising competition from disruptive entrants should consider whether a different model might better serve their mission, physicians and patients.

Many payer agreements lack provisions that would give hospitals greater visibility, predictability and recourse in the face of denial risk.

Forward-looking healthcare systems aren’t waiting for conditions to stabilize. They are moving deliberately toward strategic partnerships that position them for long-term relevance and resilience.