The last decade in healthcare has focused on building scale through mergers, diversification and integration. But scale alone does not guarantee coordination, access or performance. In this perspective, Vizient CEO Byron Jobe explains why systemness in healthcare is no longer a strategic preference but an operational imperative.

This is part two of a seven-part series that unpacks each pillar of the Vizient AI Maturity Assessment, sharing lessons from our work with leading health systems and practical steps to build maturity across every stage of the AI journey.

Hospital rating downgrades declined in 2025 while the number of upgrades increased, resulting in a lower ratio of downgrades to upgrades and tempering higher downgrade activity in recent years.

In 2025, many health system leaders renewed an enterprise-wide strategy while navigating major uncertainties. They evaluated growth, advanced ambulatory and service line efforts, and balanced performance, growth, and transformation. In 2026, health systems will need to clearly define how they’ll transform to fulfill their missions and better serve patients.

The healthcare payment landscape continues to face uncertainty as support grows for additional “site neutrality” in reimbursement, with the policy goal of reducing or eliminating payment differentials between hospital-based outpatient departments (HOPDs) and freestanding physician offices or ambulatory care sites for the same services.

Healthcare is facing its own Apollo 13 moment. In his latest blog, Vizient President and CEO Byron Jobe shares how leaders can navigate today’s uncertainty by widening the circle, strengthening alignment and turning isolated insights into coordinated action.

With hundreds of tools flooding the market and few real results, the Vizient AI Maturity Assessment helps hospitals build the strategy, governance and culture needed to move from promise to performance.

As health systems face growing pressure to lower costs, increase market share and run more efficiently, one thing is clear — the strength of their ambulatory care portfolio is quickly becoming a key differentiator.

The answer to “why weren’t we downgraded” is multifaceted and will depend on each hospital’s circumstances. But there are often three factors at play, including rating tolerance, the role of medians and effective messaging.

By effectively putting strategy into action, hospitals and healthcare systems can thrive amid today’s financial and operational challenges and position themselves to confront the looming threats that are just around the corner.

GLP-1 therapies mark a turning point in healthcare; what began as a diabetes therapy now helps with obesity, sleep apnea and more. Here are three emerging ideas that may represent the next breakthrough that will redefine healthcare.

In the ongoing debate over healthcare costs, attention often centers on the price of drugs, hospital stays and payers. But behind the scenes, a quieter set of figures has been growing steadily: non-clinical expenses.