As healthcare market conditions continue to stabilize after several years of pandemic-era volatility, many hospital and health system leaders are revisiting their organizations’ strategic options for long-term sustainability.
Beyond the age-old question of independence, we find much more complex questions for executive leaders and board members to unpack:
- Does our executive leadership have a rigorous strategic plan to meet the needs of a rapidly evolving healthcare landscape?
- Is our organization capable of executing this strategic plan?
- What competencies and experiences do we need on our board to provide critical input to our strategic direction?
NOTE: This article originally appeared in The Governance Institute’s (TGI) BoardRoom Press newsletter. We thank TGI for their partnership.
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Dan Clarin is a Managing Director and Co-Leader in Kaufman Hall’s Strategy and Business Transformation practice, where he advises health systems, private equity firms and healthcare disruptors on growth, consumer engagement, pricing strategies, and transformative partnerships.
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Courtney Midanek provides partnership advisory services for a variety of healthcare clients in both acute and non-acute care.
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Amanda Steele is a Managing Director and co-leads Kaufman Hall’s Strategy & Business Transformation practice, where she focuses her time advising health systems and provider enterprises with their enterprise strategy – developing value propositions to deliver on their missions and visions in light of the fast-changing healthcare landscape.
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