To thrive in the increasingly disruptive healthcare environment of the future, accountable care organizations (ACOs) will need to develop a strategy that is data driven and consumer focused. It is becoming clear that, to enjoy long-term financial success, ACOs must position themselves to assume greater risk/reward models.
Private equity investment is burgeoning throughout the U.S., and health care is one of the “in” targets for investors.
With shrinking clinical margins, AMCs are increasingly focused on ensuring institutional expenses and investments are tightly aligned with the organization’s clinical strategy. For AMCs to strategically manage their institutional investments, they must first understand the full extent of their expenditures, especially with regards to research.
Patients are increasingly choosing providers who offer flexible hours of operation, same-day appointment availability, and convenient locations that minimize travel, forcing health systems to rethink their portfolio of ambulatory care services and develop solutions.
The first half of 2018 saw a strong wave of M&A and dealmaking activity across nearly all sectors of the US healthcare industry. The second half of 2018 likely will be just as robust.
High-performing provider organizations typically have at least one thing in common—clear performance goals tied to specific metrics. How an organization’s many stakeholders define what performance means, however, can vary widely.
Many healthcare leaders bemoan the lack of certainty in healthcare today, but there are some trends that hospital and health system leaders can count on to shape the industry in the coming years.
Health systems that are seeking to transform themselves to deliver truly consumer-focused care must create a highly aligned physician enterprise with a culture focused on transparent decision-making, collaboration, and continuous innovation to meet consumer demands.
A revolution in collaboration models is fundamentally changing the business of healthcare. In an effort to lower costs and expand access—and maybe to avoid antitrust laws—partnerships between seemingly unlikely and even unrelated organizations are becoming the norm. Is it also true in the public health world, where issues with costs and access can prevent care delivery to those who may need it most?
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